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Published by: Allied Business Academies
Originally published in: "Academy of Strategic Management Journal", 2016
Length: 19 pages

Abstract

Comparative studies of corporate social responsibility (CSR) are relatively rare. Most notably, despite the growing participation and influence of multinational enterprises from developing countries (DMNEs) in the global economy, cross-cultural research and literature on the ethical orientation and CSR practices in and by DMNEs are underdeveloped. Against this background, this research project employs the resource-based view to study the current CSR status and firm-industry specific practices in China. Using the intangible resource-competitive advantage argument, this article selects three types of intangible resources as CSR bases (innovation, human capital and ethical culture) for discussion and covers their specific internal and external benefits. CSR reports of Lenovo and Huawei, two world-renowned Chinese high-tech firms, are analyzed. Results reveal that human capital and ethical culture were emphasized in both companies while innovation was infused in other CSR areas, mainly in environmental performance. The study draws attention to some firm-industry specific CSR activities that were applied to supply chain management in both cases, linking CSR integration of suppliers to potential collectivistic values.

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Abstract

Comparative studies of corporate social responsibility (CSR) are relatively rare. Most notably, despite the growing participation and influence of multinational enterprises from developing countries (DMNEs) in the global economy, cross-cultural research and literature on the ethical orientation and CSR practices in and by DMNEs are underdeveloped. Against this background, this research project employs the resource-based view to study the current CSR status and firm-industry specific practices in China. Using the intangible resource-competitive advantage argument, this article selects three types of intangible resources as CSR bases (innovation, human capital and ethical culture) for discussion and covers their specific internal and external benefits. CSR reports of Lenovo and Huawei, two world-renowned Chinese high-tech firms, are analyzed. Results reveal that human capital and ethical culture were emphasized in both companies while innovation was infused in other CSR areas, mainly in environmental performance. The study draws attention to some firm-industry specific CSR activities that were applied to supply chain management in both cases, linking CSR integration of suppliers to potential collectivistic values.

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