Alliance Networks, Innovative Culture, and Intellectual Human Capital as Key Enablers of Corporate Social Innovation: A Hybrid Approach Using PLS‐SEM and fsQCA

Corporations have been increasingly prioritizing corporate social innovation (CSI). It has potential for creating long‐term business value and promoting sustainable social development. CSI possesses immense value due to its exceptional ability to tackle complex and pressing social issues. Despite over a decade of research on CSI, there is limited understanding about drivers of CSI from the perspective of organizational resources. The current study utilized the resource‐based view of the firm (RBV) to investigate the impact of organizational resources (such as alliance networks, innovative culture, and intellectual human capital) on CSI. This was done by examining the mediation of dynamic capabilities (exploitation and exploration). The data obtained from Malaysian public limited companies was examined using PLS‐SEM and fsQCA. The results revealed that alliance networks and innovative culture play a crucial role to drive CSI. The fsQCA analysis discovered four sufficient configurations that foster CSI. In addition to the theoretical contributions, the findings have significant implications for corporate leaders seeking CSI initiatives, as well as policy makers within governmental bodies.