Corporate social responsibility strategies, dynamic capability and organizational performance: Cases of top Taiwan-selected benchmark enterprises

Abstract

With an increasing trend of attention devoted to the corporate social responsibility (CSR) in businesses all over the world, this paper discusses the types of CSR strategies from both value perspective and strategic orientation. We also incorporate dynamic capabilities perspective to explain the effects of CSR strategies on organizational performance. Case studies from Taiwan further support theory framework and proposed propositions. Data is collected from annual reports, databases of reports on environmental performance and sustainable development of Taiwanese businesses, web sites as well as interview reports of CSR from the media. The results indicate that a firm’s particular dynamic capabilities of stakeholder relationship management can determine the effectiveness of alternative CSR strategies, in return influencing organizational performance. Finally, we discuss some of the implications of the practical and academic contributions of this study as well as its limitations. We also provide suggestions for future research.   Key words: Corporate social responsibility, dynamic capability, organizational performance.