Keeping Your Friends Close and Your Enemies Closer:Investigating Firm Incentives to Participate in Strategic CoCSR

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creativework.keywordsStrategic CSR; Managing CSR; Collaborative CSR
dc.contributor.authorMohammad Mahboob Rahman
dc.contributor.authorNarmin Tartila Banu
dc.contributor.authorParisa Shakur
dc.contributor.editorMohammad Mahboob Rahman
dc.date.accessioned2024-01-28
dc.date.accessioned2024-01-28T06:53:59Z
dc.date.available2024-01-28T06:53:59Z
dc.date.issued2016-06
dc.description.abstractWe investigate firm incentives for engaging in collaborative corporate social responsibility (CoCSR) tasks. Our investigation continues in the vein of earlier theoretical research that established the branding role of strategic CSR. We first consider the case of strategic partners collaborating on CSR tasks. We demonstrate that CoCSR will not always be sustainable as it will be subject to free-riding. We then consider the case of competing firms collaborating on CSR tasks. We demonstrate that firms will be more likely to engage in CoCSR with their closest competitors than with indirect competitors or even firms selling complementary goods
dc.identifier.doihttps://doi.org/10.47126/J.NSBR.1991-4938
dc.identifier.issn1991-4938
dc.identifier.urihttps://repository.northsouth.edu/handle/123456789/420
dc.language.isoen
dc.publisherNorth South University
dc.rights©School of Business and Economics, North South University
dc.titleKeeping Your Friends Close and Your Enemies Closer:Investigating Firm Incentives to Participate in Strategic CoCSR
dc.typeArticle
oaire.citation.endPage92
oaire.citation.issue2
oaire.citation.startPage81
oaire.citation.titleNorth South Business Review
oaire.citation.volume06
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