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Institutional Dynamics and Corporate Social Responsibility (CSR) in an Emerging Country Context: Evidence from China

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Abstract

This study identifies unique corporate social responsibility (CSR) dimensions and develops a framework to analyze different levels of institutional dynamics in understanding CSR in China. Based on multiple case studies of 16 firms, the article examines the CSR philosophy and approach in China’s emerging market. The findings suggest that Chinese CSR understanding is largely grounded in the context of ethical and discretionary actions. This focus is mainly attributed to the dominant role of ethical leadership, governmental dependency, and cultural traditions in Chinese CSR. Moreover, the weakness or the absence of conducive social normative environment and positive peer pressure, and misalignment between CSR and organizational design further contribute to a lack of systemic and institutionalized approach to CSR in China. Our study implies that CSR is still evolving at a preliminary stage in China, and institutional infrastructure and cultural ethics are exerting abiding influence on CSR approach in the emerging economies. The article also suggests the implications for practice and policy making.

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Acknowledgments

This article is supported by the National Science Foundation of China (70732004), the Ministry of Education of China (11YJC630264). It is also supported by the Research Centre for Business English and Cross-cultural Studies and the University of International Business and Economics (10QD16). The authors would like to express sincere appreciation to Chris Marquis, two anonymous reviewers, and the participants in the Management and Organization Review Paper Development Workshop 2010 IACMR Conference for providing valuable comments and suggestions. Special thanks to Kelly Yu, Joshua Wickerham and Yi Shi for help with data collection.

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Authors and Affiliations

  1. School of International Studies, Research Centre for Business English and Cross-Cultural Studies, University of International Business and Economics, Beijing, 100029, China

    Juelin Yin

  2. Business School, Research Centre of Entrepreneurial Management, Nankai University, Tianjin, 300071, China

    Yuli Zhang

Authors
  1. Juelin Yin
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  2. Yuli Zhang
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Corresponding author

Correspondence to Juelin Yin.

Appendix

Appendix

Semi-structured Interview Outline

  1. 1.

    Basic information of the company, including but not limited to: founding, size, line of business, market share, sales volume, export, and import,

  2. 2.

    Corporate leaders’ understanding of social responsibility: What does CSR include, from which sources do you learn of CSR, what CSR activities your company has undertaken and focused on,

  3. 3.

    Why do you think firms tend to act in a responsible way? And what lead some other firms to be irresponsible?

  4. 4.

    How are CSR activities organized and managed within the company? If and how do you measure the social performance?

  5. 5.

    The opportunities and challenges your company is facing in the business, political, and socio-cultural environment; if any, what are their impacts on firms’ social performance?

  6. 6.

    The strengths and weaknesses in the core business areas, such as the supply chain management, product development and innovation, human resource management, and communication.

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Yin, J., Zhang, Y. Institutional Dynamics and Corporate Social Responsibility (CSR) in an Emerging Country Context: Evidence from China. J Bus Ethics 111, 301–316 (2012). https://doi.org/10.1007/s10551-012-1243-4

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  • DOI: https://doi.org/10.1007/s10551-012-1243-4

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