We develop and test the thesis that corporate social performance (CSP) constitutes a socially constructed and shared strategic asset, which is not only influenced by factors specific to a firm, but also by the social performance of firms in its industry and inter-corporate network. Using variance decomposition, we analyze data from 130 large Japanese firms and find that both firm-specific and industry-level factors account for significant variance in CSP, but network-level factors do not.

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Keywords Corporate social performance, Industry-effects, Japan, Keiretsu, Networks, Resource based view, Variance decomposition
Persistent URL dx.doi.org/10.1007/s10490-007-9043-6, hdl.handle.net/1765/76377
Journal Asia Pacific Journal of Management
O'Shaughnessy, K.C, Gedajlovic, E.R, & Reinmoeller, P. (2007). The influence of firm, industry and network on the corporate social performance of Japanese firms. Asia Pacific Journal of Management, 24(3), 283–303. doi:10.1007/s10490-007-9043-6