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Cross-sector Alliances for Corporate Social Responsibility Partner Heterogeneity Moderates Environmental Strategy Outcomes

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  • Haiying Lin

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Abstract

This 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

Suggested Citation

  • Haiying Lin, 2012. "Cross-sector Alliances for Corporate Social Responsibility Partner Heterogeneity Moderates Environmental Strategy Outcomes," Journal of Business Ethics, Springer, vol. 110(2), pages 219-229, October.
  • Handle: RePEc:kap:jbuset:v:110:y:2012:i:2:p:219-229
    DOI: 10.1007/s10551-012-1423-2
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    References listed on IDEAS

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    1. Dubin, Jeffrey A & McFadden, Daniel L, 1984. "An Econometric Analysis of Residential Electric Appliance Holdings and Consumption," Econometrica, Econometric Society, vol. 52(2), pages 345-362, March.
    2. Maddala,G. S., 1986. "Limited-Dependent and Qualitative Variables in Econometrics," Cambridge Books, Cambridge University Press, number 9780521338257, April.
    3. Vanessa M Strike & Jijun Gao & Pratima Bansal, 2006. "Being good while being bad: social responsibility and the international diversification of US firms," Journal of International Business Studies, Palgrave Macmillan;Academy of International Business, vol. 37(6), pages 850-862, November.
    4. John Selsky & Barbara Parker, 2010. "Platforms for Cross-Sector Social Partnerships: Prospective Sensemaking Devices for Social Benefit," Journal of Business Ethics, Springer, vol. 94(1), pages 21-37, July.
    5. Robert M. Grant & Charles Baden-Fuller, 2004. "A Knowledge Accessing Theory of Strategic Alliances," Journal of Management Studies, Wiley Blackwell, vol. 41(1), pages 61-84, January.
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    Cited by:

    1. Haiying Lin & Nicole Darnall, 2015. "Strategic Alliance Formation and Structural Configuration," Journal of Business Ethics, Springer, vol. 127(3), pages 549-564, March.
    2. Jayaram, Jayanth & Avittathur, Balram, 2015. "Green supply chains: A perspective from an emerging economy," International Journal of Production Economics, Elsevier, vol. 164(C), pages 234-244.
    3. Keith Brouhle & Brad Graham & Donna R Harrington, 2015. "Knowledge flows within a government supported program," Economics Bulletin, AccessEcon, vol. 35(4), pages 2326-2332.
    4. Deborah de Lange & Timo Busch & Javier Delgado-Ceballos, 2012. "Sustaining Sustainability in Organizations," Journal of Business Ethics, Springer, vol. 110(2), pages 151-156, October.
    5. repec:gam:jsusta:v:10:y:2018:i:2:p:558-:d:132870 is not listed on IDEAS
    6. Omid Sabbaghi & Gerald Cavanagh, 2015. "Jesuit, Catholic, and Green: Evidence from Loyola University Chicago," Journal of Business Ethics, Springer, vol. 127(2), pages 317-326, March.

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