Cross-sector Alliances for Corporate Social Responsibility Partner Heterogeneity Moderates Environmental Strategy Outcomes

This article provides a new mechanism in understanding how partner heterogeneity moderates an alliance’s ability to advance corporate social responsibility goals. I identified the antecedents for firms to select a more diverse set of partners and explored whether more diverse alliances (especially c...

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Bibliographic Details
Main Author: Lin, Haiying (Author)
Format: Electronic Article
Language:English
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Published: Springer Science + Business Media B. V 2012
In: Journal of business ethics
Year: 2012, Volume: 110, Issue: 2, Pages: 219-229
Further subjects:B Environmental strategy
B Corporate social responsibility
B Cross-industry alliances
B Partner heterogeneity
B Resource-based view
B Same-industry alliances
B Cross-sector alliances
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Summary:This article provides a new mechanism in understanding how partner heterogeneity moderates an alliance’s ability to advance corporate social responsibility goals. I identified the antecedents for firms to select a more diverse set of partners and explored whether more diverse alliances (especially cross-sector alliances) may facilitate partners to achieve more proactive environmental outcomes. I employ 146 environmental alliances formed in the U.S. between 1990 and 2009 to test the assertions. Results suggest that firms with innovative orientation and alliance experiences tend to choose a more diverse set of partners (especially cross-sector partners); and such partner heterogeneity in turn moderates an alliance’s environmental outcomes—compared to inter-firm alliances, cross-sector alliances are more likely to facilitate partners to pursue more proactive environmental strategies.
ISSN:1573-0697
Contains:Enthalten in: Journal of business ethics
Persistent identifiers:DOI: 10.1007/s10551-012-1423-2