Reciprocity in Corporate Social Responsibility and Channel Performance: Do Birds of a Feather Flock Together?

Journal of Business Ethics 118 (1):203-213 (2013)
Abstract
Corporate social responsibility (CSR) is more and more important in the supply chain. Drawing from the stakeholder theory and channel relational reciprocity literature, we develop and empirically support a theoretical framework. Our framework predicts that CSR reciprocity between buyer and seller firms in a supply chain affects channel tie intensity and channel sales performance (main effects) and that market competition may amplify these influences (moderated effects). The framework reveals important implications regarding the role of reciprocal CSR for channel relationship management
Keywords Channel performance  CSR reciprocity  Market competition
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DOI 10.1007/s10551-012-1582-1
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References found in this work BETA
Stakeholder Influence Capacity and the Variability of Financial Returns to Corporate Social Responsibility.Michael L. Barnett - 2005 - Proceedings of the International Association for Business and Society 16:287-292.
The Economic Value of a Sustainable Supply Chain.Robert N. Mefford - 2011 - Business and Society Review 116 (1):109-143.

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