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Socially Responsible Practice and CSR Orientation of Chinese Managers: The Role of Confucian Ethics and Confucian Dynamism

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  • Fuan Li

    (Cotsakos College of Business, William Paterson University, Wayne, NJ 07470, USA)

  • Xingyuan Wang

    (School of Management, Shandong University, Jinan 250100, China)

  • Rajiv Kashyap

    (Cotsakos College of Business, William Paterson University, Wayne, NJ 07470, USA)

Abstract

A concern for socially responsible practice, especially for pro-environmental behavior in emerging economies, has drawn much attention in recent years. The present study contributes to understanding socially responsible decisions of Chinese managers by explicitly modeling the interplay of their social responsibility orientation and endorsement of Confucian principles with regard to investment in environment friendly technology. The results show that Confucian ethics and Confucian dynamism exert significant influence on a socially responsible decision, either directly or through their effect on social responsibility orientation. Nonetheless, they have opposing impacts on managers’ decision-making, which may help explain some anomalous managerial behavior. Implications for research and practice are provided.

Suggested Citation

  • Fuan Li & Xingyuan Wang & Rajiv Kashyap, 2019. "Socially Responsible Practice and CSR Orientation of Chinese Managers: The Role of Confucian Ethics and Confucian Dynamism," Sustainability, MDPI, vol. 11(23), pages 1-13, November.
    • Handle: RePEc:gam:jsusta:v:11:y:2019:i:23:p:6562-:d:289143
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    Cited by:

    1. Shujun Chao & Shanyong Wang & Haidong Li & Shu Yang, 2023. "The power of culture: Does Confucian culture contribute to corporate environmental information disclosure?," Corporate Social Responsibility and Environmental Management, John Wiley & Sons, vol. 30(5), pages 2435-2456, September.
    2. Fuan Li, 2022. "Market Ethic and Morality Transformation in Emerging Economies," International Journal of Economics & Business Administration (IJEBA), International Journal of Economics & Business Administration (IJEBA), vol. 0(1), pages 111-124.

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