Does pressure-induced partnership really matter? Empirical modelling of stakeholder pressure and firms’ CSR attitude

Abstract

Purpose

The purpose of this paper is to show whether pressure-induced partnerships do impact the link between stakeholder pressure and firms’ CSR attitude. The veracity that stakeholder pressure and firms social attitude issues have been extensively covered in three interrelated literature, namely, corporate social responsibility (CSR), partnership and stakeholder management, is widely recognised. However, to date, efforts to investigate conditions under which partnerships initiated through stakeholder pressures help to impact firms’ CSR attitudes either as per their request or in a more balanced way, have rarely been explored.

Design/methodology/approach

Empirically, this paper adopts quantitative research approach (hierarchical multiple regression) to build a case that pressure-induced partnership is one such key driver that shapes firms’ CSR attitude.

Findings

Study results show that firms’ CSR attitude can only add value if these activities and firm reputation are aligned with meaningful pressure-induced partnerships.

Originality/value

The study’s methodological approach (hierarchical multiple regression) stands tall in studies that explore drivers that shape firms’ CSR attitude. The paper concludes with theoretical and managerial implications for future studies.

Citation

Erdiaw-Kwasie, M.O. (2018), "Does pressure-induced partnership really matter? Empirical modelling of stakeholder pressure and firms’ CSR attitude", Social Responsibility Journal, Vol. 14 No. 3, pp. 685-698. https://doi.org/10.1108/SRJ-04-2017-0075