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Institutional pressures on corporate social responsibility strategy in construction corporations: The role of internal motivations

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  • Xiaodong Li
  • Xiaojiang Gao‐Zeller
  • Tracey E. Rizzuto
  • Fan Yang

Abstract

The aim of the research is to reveal the role of internal motivations in the mechanism driving corporate social responsibility (CSR) strategy in construction corporations. A framework was constructed based on neo‐institutional theory, and measurement scales were developed through interviews. Questionnaire surveys and hierarchical regression analysis were carried out to verify the framework in a sample of huge Chinese construction corporations. The results reveal the mediating and moderating roles of ethical leadership, managerial moral motivation, and managerial autonomy in driving CSR strategy, which will enrich the application of neo‐institutional theory in future CSR research. Furthermore, this study developed indicators, scales, and analytical frameworks with full consideration of the theoretical generality and the industrial particularity of Chinese construction corporations, which deepened the understanding of the driving mechanism of CSR strategy in the construction industry. The findings have practical implications for HCCCs in terms of developing CSR strategy and ultimately improving their CSR performance.

Suggested Citation

  • Xiaodong Li & Xiaojiang Gao‐Zeller & Tracey E. Rizzuto & Fan Yang, 2019. "Institutional pressures on corporate social responsibility strategy in construction corporations: The role of internal motivations," Corporate Social Responsibility and Environmental Management, John Wiley & Sons, vol. 26(4), pages 721-740, July.
    • Handle: RePEc:wly:corsem:v:26:y:2019:i:4:p:721-740
    DOI: 10.1002/csr.1713
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    2. Gao(高凯), Kai & Wang(王玲), Ling & Liu(刘婷婷), Tingting & Zhao(赵华擎), Huaqing, 2022. "Management executive power and corporate green innovation——Empirical evidence from China's state-owned manufacturing sector," Technology in Society, Elsevier, vol. 70(C).
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    4. Peggy M. L. Ng & Tai Ming Wut & Kam Kong Lit & Cherry T. Y. Cheung, 2022. "Drivers of corporate social responsibility and firm performance for sustainable development—An institutional theory approach," Corporate Social Responsibility and Environmental Management, John Wiley & Sons, vol. 29(4), pages 871-886, July.
    5. Magali Geerts & Michaël Dooms & Lara Stas, 2021. "Determinants of Sustainability Reporting in the Present Institutional Context: The Case of Port Managing Bodies," Sustainability, MDPI, vol. 13(6), pages 1-23, March.
    6. Gregoria A. Yudarwati & Marianne D. Sison & Ignatius A. Putranto & Putu Wiratsari, 2023. "Enacting institutional drivers towards strategic corporate social responsibility: The sensemaking process in multinational companies," Corporate Social Responsibility and Environmental Management, John Wiley & Sons, vol. 30(4), pages 1782-1793, July.
    7. Alwyn Lim & Shawn Pope, 2022. "What drives companies to do good? A “universal” ordering of corporate social responsibility motivations," Corporate Social Responsibility and Environmental Management, John Wiley & Sons, vol. 29(1), pages 233-255, January.
    8. Andrew S. Chang & Larissa S. Paramosa & Calista Y. Tsai, 2021. "Linking key topics to environmental indicators in corporate social responsibility reports of construction companies," Corporate Social Responsibility and Environmental Management, John Wiley & Sons, vol. 28(4), pages 1335-1347, July.

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