Exploring the Organizational Culture’s Moderating Role of Effects of Corporate Social Responsibility (CSR) on Firm Performance: Focused on Corporate Contributions in Korea
- Resource Type
- Authors
- Hyunok Kim; Myeongju Lee
- Source
- Sustainability; Volume 9; Issue 10; Pages: 1883
Sustainability, Vol 9, Iss 10, p 1883 (2017)
- Subject
- Geography, Planning and Development
TJ807-830
Organizational culture
Accounting
Organizational commitment
Management, Monitoring, Policy and Law
Contingency approach
TD194-195
Renewable energy sources
0502 economics and business
path analysis
GE1-350
CSR
Korea
organizational culture
Environmental effects of industries and plants
Renewable Energy, Sustainability and the Environment
business.industry
Business administration
05 social sciences
firm performance
Environmental sciences
Corporate social responsibility
Positive relationship
050211 marketing
Business
050203 business & management
- Language
- English
- ISSN
- 2071-1050
The purpose of this study was to examine the role of organizational culture in helping to translate corporate social responsibility (CSR) into firm performance. We employed arguments from the CSR strategy view to highlight the effectiveness of CSR and the contingency approach to explain the vertical fit between CSR and the organizational culture in a firm. Furthermore, we examined the moderating influence of organizational culture on the CSR–firm performance linkage. The results suggest that some organizational cultures moderate the relationship between CSR and financial outcomes, and that organizational culture may play an important role in enhancing a positive relationship between CSR and firm performance.