Skip to main content
Eastern Academy of Management International 2019 Conference

EAMI 2019 Proceedings »

View File

CSR and Competitive Activity of Firms: Complements or Substitutes?

Corporate social responsibility (CSR) research is confronted with a paradox: How can CSR simultaneously increase and decrease firm performance? We attempt to reconcile the paradox by bringing insights from competitive dynamics research. We show that CSR differentially affects two competitive activity (CA) attributes: it increases competitive complexity (the variety and novelty of competitive actions) but reduces competitive intensity (the number of competitive actions), especially in resource-scarce and hypercompetitive environments. We show that CSR benefits both types of CA by complementing the effects of competitive complexity and by substituting for the reduced competitive intensity, thus enhancing long- and short-term CFP, respectively.

Hun Lee
George Mason University
United States

Goce Andrevski
Queen's University

Walter Ferrier
University of Kentucky
United States


Powered by OpenConf®
Copyright ©2002-2018 Zakon Group LLC