Achieving legitimacy through corporate social responsibility: The case of emerging economy firms
To manage stakeholder CSR pressures, firms from emerging economies can employ two legitimation strategies simultaneously - compliance and strategic adaptation. Compliance is useful in responding to explicitly expressed demands for CSR, while strategic adaptation is useful when a specific form of CSR...
| Main Authors: | , , |
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| Format: | Journal Article |
| Published: |
Pergamon
2015
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| Online Access: | http://hdl.handle.net/20.500.11937/50180 |
| _version_ | 1848758414239334400 |
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| author | Zheng, Q. Luo, Yadong Maksimov, V. |
| author_facet | Zheng, Q. Luo, Yadong Maksimov, V. |
| author_sort | Zheng, Q. |
| building | Curtin Institutional Repository |
| collection | Online Access |
| description | To manage stakeholder CSR pressures, firms from emerging economies can employ two legitimation strategies simultaneously - compliance and strategic adaptation. Compliance is useful in responding to explicitly expressed demands for CSR, while strategic adaptation is useful when a specific form of CSR is seen as most instrumental in drawing positive responses from a particular stakeholder group. We analyze the adoption of two extreme CSR forms - philanthropy and sustainability. In a sample of 288 firms from China, we demonstrate that firms adopt both CSR forms, but emphasize philanthropy when seeking legitimacy with outsider stakeholders and sustainability with insider stakeholders. |
| first_indexed | 2025-11-14T09:43:36Z |
| format | Journal Article |
| id | curtin-20.500.11937-50180 |
| institution | Curtin University Malaysia |
| institution_category | Local University |
| last_indexed | 2025-11-14T09:43:36Z |
| publishDate | 2015 |
| publisher | Pergamon |
| recordtype | eprints |
| repository_type | Digital Repository |
| spelling | curtin-20.500.11937-501802017-09-13T15:36:21Z Achieving legitimacy through corporate social responsibility: The case of emerging economy firms Zheng, Q. Luo, Yadong Maksimov, V. To manage stakeholder CSR pressures, firms from emerging economies can employ two legitimation strategies simultaneously - compliance and strategic adaptation. Compliance is useful in responding to explicitly expressed demands for CSR, while strategic adaptation is useful when a specific form of CSR is seen as most instrumental in drawing positive responses from a particular stakeholder group. We analyze the adoption of two extreme CSR forms - philanthropy and sustainability. In a sample of 288 firms from China, we demonstrate that firms adopt both CSR forms, but emphasize philanthropy when seeking legitimacy with outsider stakeholders and sustainability with insider stakeholders. 2015 Journal Article http://hdl.handle.net/20.500.11937/50180 10.1016/j.jwb.2014.05.001 Pergamon restricted |
| spellingShingle | Zheng, Q. Luo, Yadong Maksimov, V. Achieving legitimacy through corporate social responsibility: The case of emerging economy firms |
| title | Achieving legitimacy through corporate social responsibility: The case of emerging economy firms |
| title_full | Achieving legitimacy through corporate social responsibility: The case of emerging economy firms |
| title_fullStr | Achieving legitimacy through corporate social responsibility: The case of emerging economy firms |
| title_full_unstemmed | Achieving legitimacy through corporate social responsibility: The case of emerging economy firms |
| title_short | Achieving legitimacy through corporate social responsibility: The case of emerging economy firms |
| title_sort | achieving legitimacy through corporate social responsibility: the case of emerging economy firms |
| url | http://hdl.handle.net/20.500.11937/50180 |