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  1.  61
    Striving for Legitimacy Through Corporate Social Responsibility: Insights From Oil Companies. [REVIEW]Shuili Du & Edward T. Vieira - 2012 - Journal of Business Ethics 110 (4):413-427.
    Being a controversial industry, oil companies turn to corporate social responsibility (CSR) as a means to obtain legitimacy. Adopting a case study methodology, this research examines the characteristics of CSR strategies and CSR communication tactics of six oil companies by analyzing their 2011–2012 web site content. We found that all six companies engaged in CSR activities addressing the needs of various stakeholders and had cross-sector partnerships. CSR information on these companies’ web sites was easily accessible, often involving the use of (...)
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  2.  20
    Corporate Social Responsibility, Multi-Faceted Job-Products, and Employee Outcomes.Shuili Du, C. B. Bhattacharya & Sankar Sen - 2015 - Journal of Business Ethics 131 (2):319-335.
    This paper examines how employees react to their organizations’ corporate social responsibility initiatives. Drawing upon research in internal marketing and psychological contract theories, we argue that employees have multi-faceted job needs and that CSR programs comprise an important means to fulfill developmental and ideological job needs. Based on cluster analysis, we identify three heterogeneous employee segments, Idealists, Enthusiasts, and Indifferents, who vary in their multi-faceted job needs and, consequently, their demand for organizational CSR. We further find that an organization’s CSR (...)
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  3.  42
    The Roles of Leadership Styles in Corporate Social Responsibility.Shuili Du, Valérie Swaen, Adam Lindgreen & Sankar Sen - 2013 - Journal of Business Ethics 114 (1):155-169.
    This research investigates the interplay between leadership styles and institutional corporate social responsibility (CSR) practices. A large-scale field survey of managers reveals that firms with greater transformational leadership are more likely to engage in institutional CSR practices, whereas transactional leadership is not associated with such practices. Furthermore, stakeholder-oriented marketing reinforces the positive link between transformational leadership and institutional CSR practices. Finally, transactional leadership enhances, whereas transformational leadership diminishes, the positive relationship between institutional CSR practices and organizational outcomes. This research highlights (...)
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    Do Corporate Social Responsibility Reports Convey Value Relevant Information? Evidence from Report Readability and Tone.Shuili Du & Kun Yu - forthcoming - Journal of Business Ethics:1-22.
    Corporate social responsibility reporting is becoming mainstream, yet there is limited research on whether and how CSR reports communicate value relevant information. We examine the effects of CSR report readability and tone on future CSR performance and the market reaction around the release of CSR reports. Using a hand-collected dataset of Fortune 500 companies that published stand-alone CSR reports from 2002 to 2014, we find that 1-year-ahead CSR performance is positively associated with the changes in both CSR report readability and (...)
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