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 journalArticlepeer-review

26 Citations (Scopus)

Abstract

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
Volume25
Issue number6
DOIs
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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