Industrial Management & Data Systems
The purpose of this study was to examine how firms' corporate social responsibility (CSR) strategies affect their innovation performance via two mediating variables, employee involvement and supplier collaboration, and compare how this mechanism works in the service and manufacturing industries. By analyzing and validating the direct and indirect effects of CSR on innovation performance in both the service and manufacturing industries, this study addressed the strategic benefit of CSR and extended research focused on the financial benefits of CSR. Therefore, its findings contribute to our understanding of sustainability and innovation issues. From a theoretical perspective, this study extended the RBV, SDL and stakeholder theory to the context of the CSR-innovation relationship, and showed that firms could align CSR and innovation initiatives to achieve strategic synergy. It also revealed the similarities and differences between service and manufacturing firms regarding the mechanism through which CSR affects innovation.
Corporate social responsibility
IEEE Transactions on Engineering Management
This article investigates the relationship between intellectual capital, supply chain learning, and supply chain adaptability. Specifically, relying on organizational learning theory, a research model is proposed linking intellectual capital (consisting of the trichotomy of human, organizational, and social capital), supply chain learning (consisting of supplier learning and customer learning) and supply chain adaptability. We scrutinize these relationships in two culturally-diverse contexts, China and USA, and develop hypotheses concerning the differences in the relative strengths of these relationships. Data from 300 Chinese and 229 USA manufacturers in high-tech industries are used to test these hypotheses. While the relationships are generally supported, especially insightful are the results where they differ between the two countries. While human capital is more important in influencing organizational capital in USA, social capital is more important in China. Social capital also plays a more significant role in influencing customer learning in China, while no statistical differences are detected in social capital's influence on supplier learning across the two countries. The divergence observed can be explained by the cultural differences between the two countries. Implications are provided for managers in both countries to improve supply chain adaptability.