Opening the black box of CSR decision making: A policy-capturing study of charitable donation decisions in China

Article English OPEN
Wang, Shuo ; Gao, Yuhui ; Hodgkinson, Gerard P. ; Rousseau, Denise ; Flood, Patrick C. (2015)

This policy-capturing study, conducted in China, investigated the cognitive basis of managerial decisions to make a corporate charitable donation, a global issue in the context of corporate social responsibility (CSR) research and practice. Participants (N = 376) responded to a series of scenarios manipulating pressure from the five stakeholders (government, customers, competitors, employees, and shareholders) most commonly addressed by CSR research. The independent variables examined included organizational factors (industry, ownership, previous company donation, firm size, firm age, and perceived CEO attitudes toward charity) and the participants’ personal values. Results indicate a large positive effect of shareholder and governmental pressure on the decision with lesser positive effects from customers and competitors. Surprisingly, employee pressure had a negative effect on the decision to make a charitable donation. Further, personal values and perceived CEO attitudes toward charity were significantly related to the decisions participants made. In line with our theorizing, the findings indicate that a combination of personal, organizational, and institutional factors was salient in the minds of decision makers.
  • References (16)
    16 references, page 1 of 2

    Aarts, H., Verplanken, B. and van Knippenberg, A. (1998). Predicting behavior from actions in the past: Repeated decision making or a matter of habit? Journal of Applied Social Psychology 28(15), 1355-1374.

    Adkins, C. L., Russell, C. J. and Werbel, J. D. (1994). Judgments of fit in the selection process: The role of work value congruence. Personnel Psychology 47(3), 605-623.

    Adler, N. J., Campbell, N. and Laurent, A. (1989). In search of appropriate methodology: From outside the People's Republic of China looking in. Journal of International Business Studies 20(1), 61-74.

    Agle, B. R., Mitchell, R. K. and Sonnenfeld, J. A. (1999). Who matters to CEOs? An investigation of stakeholder attributes and salience, corporate performance, and CEO values. Academy of Management Journal 42(5), 507-525.

    Aguilera, R. V., Rupp, D. E., Williams, C. A. and Ganapathi, J. (2007). Putting the S back in corporate social responsibility: A multi-level theory of social change in organizations. Academy of Management Review 32(3), 836-863.

    Aiman-Smith, L., Scullen, S. E. and Barr, S. H. (2002). Conducting studies of decision making in organizational contexts: A tutorial for policy-capturing and other regression-based techniques. Organizational Research Methods 5(4), 388-414.

    Avey, J. B., Luthans, F. and Youssef, C. M. (2010). The additive value of positive psychological capital in predicting work attitudes and behaviors. Journal of Management 36(2), 430-452.

    Lioukas, S., Bourantas, D. and Papadakis, V. (1993). Managerial autonomy of state-owned enterprises: Determining factors. Organization Science 4(4), 645-666.

    Luo, X. and Bhattacharya, C. B. (2006). Corporate social responsibility, customer satisfaction, and market value. Journal of Marketing 70(4), 1-18.

    Marrewijk, M. V. (2003). Concepts and definitions of CSR and corporate sustainability: between agency and communion. Journal of Business Ethics 44(2-3), 95-105.

  • Metrics
    No metrics available
Share - Bookmark