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The Impact of Shared Values, Corporate Cultural Characteristics, and Implementing Corporate Social Responsibility on Innovative Behavior
Chin-Lung Lin, Shih-Kuan Chiu
Pages - 31 - 50     |    Revised - 31-05-2017     |    Published - 30-06-2017
Volume - 8   Issue - 2    |    Publication Date - June 2017  Table of Contents
Corporate Culture, Shared Values, Corporate Social Responsibility (CSR), Competitive Advantage, Innovation Behavior.
Firms' implementations of Corporate Social Responsibility (CSR) strategies have gained attention worldwide in recent years. Because engaging in CSR may impact the profitability from the resultant cost increases, firms often deliberate in the CSR decision-making process. When carrying out decisions, they may consider how social values can be created when pursuing economic interests. Corporate culture is a soft power that facilitates cohesion, enabling a firm to exhibit a common direction in its operations. Therefore, differences in corporate culture characteristics impact a firm's implementation of CSR activities and communication of related policies, which in turn affects the firm's competitiveness. This study used a questionnaire survey method to survey employees of firms listed in the 2015 and 2016 CSR Award List compiled by Common Wealth Magazine. Employees of firms listed in the "large enterprises," "medium-sized enterprises," and "little Giant" categories served as the research subjects. A total of 430 questionnaires were distributed, with each company receiving 3-5 questionnaires. Subsequently, 323 valid questionnaires were returned. Descriptive statistics, reliability analysis, and regression analysis were conducted to examine the effects of shared values, corporate cultural characteristics (CCC), and CSR activities on innovative behavior (IB). Results showed that strategic thinking of shared values had a significant and positive effect on CSR strategies, and different corporate cultural characteristics were significantly related to CSR strategies. Second, shared values, CCC, and CSR activities correlated positively with IB. indicating that the employees held a common consensus to include CSR in their firm's core operations in order to implement CSR through the strategic thinking of shared values and develop a sustainable corporate culture. Doing so enhances firms' competitiveness, creates social welfare, and instigate employees' innovative behavior.
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Mr. Chin-Lung Lin
Ph.D. Program of Business Feng Chia University Taichung, Taiwan - Taiwan
Dr. Shih-Kuan Chiu
Department of International Trade Feng Chia University Taichung, Taiwan - Taiwan