Organizational structure, slack resources and sustainable corporate socially responsible performance

Ying Zhang, Ji Li, Wanxing Jiang, Haomin Zhang*, Yanghong Hu, Min Liu

*Corresponding author for this work

    Research output: Contribution to journalJournal articlepeer-review

    43 Citations (Scopus)


    The current research on the slack–performance relationship pays attention mainly to a set of overlapping slack natures, such as being sticky or absorbed, without sufficient consideration of variables related to the internal structure of a given organization. We posit that this weakness may prevent us from further understanding how different slack resources (the slacks) influence firms' corporate socially responsible performance (CSR). Combining the resource-based view of the firm with a perspective of international integration, we propose a new model explaining how structural-related variables may interact with the slacks and influence firms' CSR. Analyzing data from publicly listed US firms (2002–2012), we obtain evidence supporting the importance of organizational integration structure for understanding the slack–performance relationship.

    Original languageEnglish
    Pages (from-to)1099-1107
    Number of pages9
    JournalCorporate Social Responsibility and Environmental Management
    Issue number6
    Early online date2 May 2018
    Publication statusPublished - 1 Nov 2018

    Scopus Subject Areas

    • Development
    • Strategy and Management
    • Management, Monitoring, Policy and Law

    User-Defined Keywords

    • corporate socially responsible performance (CSR)
    • financial slack
    • human resource slack
    • international integration structure
    • organizational structure
    • publicly listed US firms
    • resource-based view of the firm
    • slack resources


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