Although a large body of research demonstrates a positive relationship between a focal firm's corporate social responsibility (CSR) activities and its performance, some research suggests otherwise. This dissertation attempts to extend the literature by investigating the role of CSR engagement in a strategic alliance setting. Specifically, the current research suggests that the partner(s) CSR engagement has a positive impact on the focal firm financial performance. This positive impact is likely a result of reputation spillover, positive signaling, and knowledge transfer the focal firm enjoys from its alliance partners. The current research utilizes two different studies to investigate the proposed relationship at the single alliance level as well as at the portfolio level. The results of the two studies support the proposed relationship and suggest that partnering firms CSR engagement has a positive effect on focal firms short-term and long-term financial performance. Furthermore, the results show some evidence that the positive impact of the partners' CSR engagement on the focal firm financial performance has a diminishing rate of returns as the focal firm's CSR engagement increases. Moreover, the results show that the average partners size positively moderates the relationship between the partner(s) CSR engagement and the focal firm financial performance. Finally, the results show conflicting roles for two types of centrality (i.e., betweenness and degree) in which betweenness increases the impact of the partners' CSR engagement on the focal firm's financial performance, while degree centrality decreases that impact. This dissertation contributes to the literature by integrating the CSR and the alliances streams of research to resolve some of the current inconsistent findings in the CSR literature. In doing so, the current research goes beyond a focal firm's CSR to include the focal firm's alliances' CSR to provide a possible explanation for those mixed findings. By investigating the impact of focal firm and partners CSR engagement simultaneously, the current research uncovers the nature of the relationship between a focal firm's CSR and its alliances partners' CSR engagement In addition, it suggests that managers should evaluate potential alliance partners not only on their tangible and core-business resources, but on their social performance as well. / A Dissertation submitted to the Department of Marketing in partial fulfillment of the Doctor of Philosophy. / Spring Semester 2017. / April 3, 2017. / Corporate Social Responsibility, Event Study, Interorganizational Networks, Network Analysis, Strategic Alliances / Includes bibliographical references. / Ruby P. Lee, Professor Directing Dissertation; Xinlin Tang, University Representative; Charles Hofacker, Committee Member; Colleen Harmeling, Committee Member.
| Identifer | oai:union.ndltd.org:fsu.edu/oai:fsu.digital.flvc.org:fsu_507618 |
| Contributors | Almashayekhi, Abdullah Obaid (authoraut), Lee, Ruby P. (professor directing dissertation), Tang, Xinlin (university representative), Hofacker, Charles F. (committee member), Harmeling, Colleen M. (committee member), Florida State University (degree granting institution), College of Business (degree granting college), Department of Marketing (degree granting departmentdgg) |
| Publisher | Florida State University, Florida State University |
| Source Sets | Florida State University |
| Language | English, English |
| Detected Language | English |
| Type | Text, text, doctoral thesis |
| Format | 1 online resource (106 pages), computer, application/pdf |
| Rights | This Item is protected by copyright and/or related rights. You are free to use this Item in any way that is permitted by the copyright and related rights legislation that applies to your use. For other uses you need to obtain permission from the rights-holder(s). The copyright in theses and dissertations completed at Florida State University is held by the students who author them. |
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