What is it about?
This study, grounded in the DMCs framework and the upper echelons perspective, is arguably the first to link DMCs’ three core underpinnings and CSR, and further explore the multiple drivers’ mechanisms and boundary conditions. This study contributes to individual micro-foundation of CSR literature, and advances the understanding of whether and how top managers influence CSR engagement.
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Why is it important?
Why are some firms more willing to participate in CSR than others mainly depend on the fact that the actual participants of CSR –are the top managers who formulate strategies and implement CSR plans. This study, grounded in the DMCs framework and the upper echelons perspective, is arguably the first to link DMCs’ three core underpinnings and CSR, and further explore the multiple drivers’ mechanisms and boundary conditions. This study contributes to individual micro-foundation of CSR literature, and advances the understanding of whether and how top managers influence CSR engagement.
Perspectives
Writing this article was a great pleasure as it has co-authors with whom I have had long standing collaborations. This article also lead to to a greater involvement in CSR and managerial dynamic capabilities research.
Yanlin Guo
Read the Original
This page is a summary of: On the micro-foundations of corporate social responsibility: a perspective based on dynamic managerial capabilities, Cross Cultural & Strategic Management, October 2022, Emerald,
DOI: 10.1108/ccsm-12-2021-0227.
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Contributors
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