Using CSR to complement or substitute national institutions? the value of balancing firm attention

Kamini Gupta, Donal Crilly, Thomas Greckhamer

Research output: Chapter in Book/Report/Conference proceedingOther chapter contributionpeer-review

Abstract

We theorize that institutional contexts and managerial action combine to influence the financial impact of firms' CSR activities. Firms can design CSR activities to complement and/or to substitute for the dominant institutions in their environment. We use fsQCA to test which approach is remunerative, analyzing a cross-national sample of firms.

Original languageEnglish
Title of host publication76th Annual Meeting of the Academy of Management, AOM 2016
PublisherAcademy of Management Journal
Pages1421-1426
Number of pages6
DOIs
Publication statusPublished - 2016
Event76th Annual Meeting of the Academy of Management, AOM 2016 - Anaheim, United States
Duration: 5 Aug 20169 Aug 2016

Conference

Conference76th Annual Meeting of the Academy of Management, AOM 2016
Country/TerritoryUnited States
CityAnaheim
Period5/08/20169/08/2016

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