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Corporate social responsibility: The implications of cost improvement and promotion effort

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  • Chaofan Li
  • Pin Zhou

Abstract

We investigate the interaction of these two strategic decisions when corporate social responsibility (CSR) is incorporated into supply chain partners' decisions. Our results show that, with a noncooperative CSR scenario, the upstream manufacturer is more aggressive in investing in innovation to reduce production costs, which strategically lowers the wholesale price to retailers, and the downstream retailer is also less reluctant to engage in more promotion efforts to induce demand in comparison with a cooperative CSR scenario. Furthermore, the customer's sensitivity to promotion effort may hurt the CSR level of each party.

Suggested Citation

  • Chaofan Li & Pin Zhou, 2019. "Corporate social responsibility: The implications of cost improvement and promotion effort," Managerial and Decision Economics, John Wiley & Sons, Ltd., vol. 40(6), pages 633-638, September.
    • Handle: RePEc:wly:mgtdec:v:40:y:2019:i:6:p:633-638
    DOI: 10.1002/mde.3034
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    Citations

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    Cited by:

    1. Jorge Fernández-Ruiz, 2021. "Corporate social responsibility in a supply chain and competition from a vertically integrated firm," International Review of Economics, Springer;Happiness Economics and Interpersonal Relations (HEIRS), vol. 68(2), pages 209-233, June.
    2. Xuan Chen & Liang Zhang, 2022. "Do negative environmental media reports increase environmental information disclosures? A comparative analysis based on political connections and market competition," Managerial and Decision Economics, John Wiley & Sons, Ltd., vol. 43(6), pages 2480-2500, September.
    3. Maria Uzhegova & Lasse Torkkeli, 2023. "Business responsibility and effectuation in internationalized SMEs," International Entrepreneurship and Management Journal, Springer, vol. 19(1), pages 47-69, March.
    4. Dong‐dong Wang & Kangzhou Wang, 2022. "Evolutionary game analysis of low‐carbon effort decisions in the supply chain considering fairness concerns," Managerial and Decision Economics, John Wiley & Sons, Ltd., vol. 43(5), pages 1224-1239, July.
    5. Ruifeng Gong & Jian Xue & Ruli Liu & Jinhua Zhou & Laijun Zhao, 2022. "A closed‐loop supply chain decision model considering corporate social responsibility and value‐added services," Managerial and Decision Economics, John Wiley & Sons, Ltd., vol. 43(6), pages 1704-1720, September.
    6. Junlong Chen & Chaoqun Sun & Jiali Liu & Yan Huo, 2021. "The optimal level of corporate social responsibility based on the duopoly model," Managerial and Decision Economics, John Wiley & Sons, Ltd., vol. 42(1), pages 177-184, January.
    7. Issam Laguir & Rebecca Stekelorum & Lamia Laguir & Raffaele Staglianò, 2021. "Managing corporate social responsibility in the bank sector: A fuzzy and disaggregated approach," Corporate Social Responsibility and Environmental Management, John Wiley & Sons, vol. 28(4), pages 1324-1334, July.
    8. Junlong Chen & Chaoqun Sun & Jiali Liu, 2022. "Corporate social responsibility, consumer sensitivity, and overcapacity," Managerial and Decision Economics, John Wiley & Sons, Ltd., vol. 43(2), pages 544-554, March.
    9. Kopel, Michael & Putz, Eva Maria, 2021. "Why socially concerned firms use low-powered managerial incentives: A complementary explanation," Economic Modelling, Elsevier, vol. 94(C), pages 473-482.

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