Exploring the Relationship Between Corporate Social Responsibility, Trust, Corporate Reputation, and Brand Equity

Impact of corporate social responsibility on sustainable competitive advantages: The mediating role of corporate reputation

This study investigates the relationship between corporate social responsibility (CSR) and sustainable competitive advantage (SCA). Moreover, building on the stakeholder theory, this study investigates the mediating effects of corporate reputation (CR) between the relationship of corporate social responsibility and sustainable competitive advantage. We used a questionnaire survey to collect data from the employees working in the construction industry of Pakistan. Using the sample of 239 respondents, a structural equation modeling technique was used to verify the hypothesis relationship. The findings indicated that CSR directly and positively influences sustainable competitive advantages. Moreover, corporate reputation positively mediates the connection between corporate social responsibility and sustainable competitive advantage. This research fills knowledge gaps and highlights the significance of CSR in fostering sustainable competitive advantages within the construction industry.

Linkages Between Knowledge Management Process and Corporate Sustainable Performance of Chinese Small and Medium Enterprises: Mediating Role of Frugal Innovation

In the contemporary world, frugal innovation (FI) is the most discussed area to enhance corporate sustainable performance (CSP) in manufacturing firms. The knowledge management process (KMP) is also a key determinant of FI. Existing literature is limited to knowledge management (KM) and its impact on CSP. This study aims to determine the effect of the KMP (acquisition, dissemination, and application) on sustainable corporate performance with the association of FI. The survey method was used to collect data from 356 small and medium enterprises (SMEs) in China. Structure equation modeling was applied to obtain the results of collected data. Results show that all three dimensions of KM have a significant impact on CSP. Furthermore, FI also has a significant and positive impact on CSP. Results further show that FI partially mediates the relationship of the knowledge dissemination, knowledge application and sustainable corporate performance but no mediation role FI was found between knowledge acquisition and CSP. The findings of this study will provide useful insights for experts and manufacturers. It will help to understand the role of KM in their organizational behavior by being an economical manufacturing process. This study underscored the importance of the KMP to policymakers. In countries such as China that have global orders, KM is an essential determinant of FI. KM is a tool used to achieve CSP goals inside and outside of an enterprise, thus the development firms need to focus on KM.

Chief Executive Officer Tenacity and Employee Intrapreneurial Behavior: The Mediating Role of Corporate Social Responsibility

Chief executive officer (CEO) tenacity plays an important role in corporate entrepreneurial activity. However, much less is known about its impact on employee intrapreneurship. Drawing from social information processing theory and upper echelons theory, this article examines the hitherto unexplored nexus between CEO tenacity and employee intrapreneurship, as well as the mediating role of corporate social responsibility (CSR). Quantitative data were collected through a survey administered to 294 employees working in different sectors that engage in CSR activities in China. Data analysis was performed using hierarchical regression method through Stata 16.0. It was found that CEO tenacity was significantly positively correlated with employee strategic renewal behavior (β = 0.523, p < 0.001) and employee venture behavior (β = 0.510, p < 0.001). The positive correlation between CEO tenacity and CSR was also significant (β = 0.578, p < 0.001). Besides, CSR partially mediated the relationship between CEO tenacity and employee strategic renewal behavior (40.0%) or employee venture behavior (50.2%). This study extends research on CEO tenacity, CSR, or employee intrapreneurial behavior by providing a better understanding of the direct effects of CEO tenacity on employee intrapreneurial behavior and CSR. From the perspective of cross-fertilization between psychology and management, this study establishes the interface role of CSR by elucidating the intrinsic mechanism of CEOs with high levels of tenacity to stimulate employee intrapreneurial behavior through CSR.