Cross-sector Alliances for Corporate Social Responsibility Partner Heterogeneity Moderates Environmental Strategy Outcomes
AbstractThis article provides a new mechanism in understanding how partner heterogeneity moderates an alliance’s ability to advance corporate social responsibility goals. I identified the antecedents for firms to select a more diverse set of partners and explored whether more diverse alliances (especially cross-sector alliances) may facilitate partners to achieve more proactive environmental outcomes. I employ 146 environmental alliances formed in the U.S. between 1990 and 2009 to test the assertions. Results suggest that firms with innovative orientation and alliance experiences tend to choose a more diverse set of partners (especially cross-sector partners); and such partner heterogeneity in turn moderates an alliance’s environmental outcomes—compared to inter-firm alliances, cross-sector alliances are more likely to facilitate partners to pursue more proactive environmental strategies. Copyright Springer Science+Business Media B.V. 2012
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Bibliographic InfoArticle provided by Springer in its journal Journal of Business Ethics.
Volume (Year): 110 (2012)
Issue (Month): 2 (October)
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Web page: http://www.springerlink.com/link.asp?id=100281
Resource-based view; Partner heterogeneity; Cross-sector alliances; Cross-industry alliances; Same-industry alliances; Environmental strategy; Corporate social responsibility;
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