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Do stakeholder management strategy and salience influence corporate social responsibility in Indian companies?

  • Supriti Mishra
  • Damodar Suar
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    Purpose – This study aims to examine whether strategy towards primary stakeholders and their salience influence corporate social responsibility towards the corresponding stakeholders. Design/methodology/approach – Data were collected through a questionnaire from 150 senior level managers including CEOs. The stakeholder management strategy, salience, and corporate social responsibility were assessed in the context of employees, customers, investors, community, natural environment, and suppliers. Findings – The favorable strategy towards stakeholders increases the corresponding corporate social responsibility towards them. The salience of all stakeholder groups also enhances the corresponding corporate social responsibility. When salience and strategy are considered, the salience of a particular stakeholder group suppresses the effect of strategy fully or partially on corporate social responsibility. Research limitations/implications – The salience of a stakeholder is a potent antecedent of corporate social responsibility compared with strategy towards that stakeholder. Originality/value – A questionnaire is developed to assess corporate social responsibility in the Indian context, and the link between strategy, salience, and corporate social responsibility is established.

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    Article provided by Emerald Group Publishing in its journal Social Responsibility Journal.

    Volume (Year): 6 (2010)
    Issue (Month): 2 (July)
    Pages: 306-327

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    Handle: RePEc:eme:srjpps:v:6:y:2010:i:2:p:306-327
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