Although China has become the world’s second largest economy, a serious urgent issue of global consequences as well as the major obstacle in the process of China’s economic development is the lack of CSR. Through CSR initiatives, enterprises of all sizes, in cooperation with their stakeholders, can help to reconcile economic, social and environmental ambitions. Socially responsible supply chain partnership that integrates all efforts of CSR activities from socially responsible enterprises to upstream partner-suppliers shall be surely needed within the uncertainly globalizing and networklizing knowledge economy era. This paper develops a five-step CSR Equity framework based-on socially responsible customer perspective for modeling and analysis of socially responsible supply chain partnership and shows relevant optimal coordination strategies to improving the social and environmental performance of all partners in the supply chain system. The findings suggest that the share rate of the total investment of partner-supplier’s CSR efforts shall be the critical contract clause to coordinate the socially responsible supply chain partnership to implement Pareto optimal policy with cost sharing contract. Moreover, the share rate has a strong positive relativity with the ratio of marginal revenues between supply chain members, whereas negative relativity with the partner-supplier’s leverage rate of CSR efforts.
J. G. Chen, et al, “Research Report on Corporate Social Responsibility of China (2011),” Social Sciences Academic Press, Beijing, 2011.
H. R. Bowen, “Social Responsibilities of the Businessman,” Harpor & Row, New York, 1953.
Committee for Economic Development, “Social Responsibilities of Business Corporations,” CED, New York, 1971.
A. B. Carroll, “A Three-Dimensional Conceptual Performance,” Academy of Management Review, Vol. 4, No. 4, 1979, pp. 497-505.
A. B. Carroll, “The Pyramid of Corporate Social Responsibility: Toward the Moral Management of Organizational Stakeholders,” Business Horizons, Vol. 34, No. 4, 1991, pp. 39-48. doi:10.1016/0007-6813(91)90005-G
R. E. Freeman, “Strategic Management: A Stakeholder Approach,” Pitman, Boston, 1984.
S. L. Wartick and P. L. Coghran, “The Evolution of the Corporate Social Performance Model,” Academy of Management Review, Vol. 10, No. 4, 1985, pp. 758-769.
J. Elkington, “Cannibals with Forks: The Triple Bottom Line of 21st Century Business,” New Society Publishers, Gabriola Island, British Columbia.
S. Hughes and R. Wilkinson, “The Global Compact: Promoting Corporate Responsibility?” Environmental Politics, Vol. 10, No. 1, 2001, p. 155. doi:10.1080/714000519
Commission of the European Communities, “Promoting a European Framework for Corporate Social Responsibility,” Green Paper No. COM(2001) 366, Brussels, 2001.
E. R. Larson and B. Cox, “Social Accountability 8000: Measuring Workplace Conditions Worldwide,” Quality Digest, CEPAA, New York, 2003.
C. R. Carter and M. Dresner, “Environmental Purchasing and Supply Management: Crossfunctional Development of Grounded Theory,” Journal of Supply Chain Management, Vol. 37, No. 3, 2001, pp. 12-27. doi:10.1111/j.1745-493X.2001.tb00102.x
S. Roberts, “Supply Chain Specific? Understanding the Patchy Success of Ethical Sourcing Initiatives”, Journal of Business Ethics, Vol. 44, No. 2-3, 2003, pp. 159-170. doi:10.1023/A:1023395631811
C. R. Carter and M. M. Jennings, “The Role of Purchasing in Corporate Social Responsibility: A Structural Equation analysis”, Journal of Business Logistics, Vol. 25, No. 1, 2004, pp. 145-186. doi:10.1002/j.2158-1592.2004.tb00173.x
R. Wang, “Social Responsible Supply Coordinating Relationship and Strategies under Supply Chain,” Proceedings of 12th International Conference on Management Science & Engineering, Inchon, 20-21 July 2005, pp. 685-689.
J. M. Cruz, “The Impact of Corporate Social Responsibility in Supply Chain Management: Multicriteria Decision-Making Approach,” Decision Support Systems, Vol. 48, No. 1, 2009, pp. 224-236. doi:10.1016/j.dss.2009.07.013
J. J. Griffin and J. F. Mahon, “The Corporate Social Performance and Corporate Financial Performance Debate: Twenty-Five Years of Incomparable Research,” Business and Society, Vol. 35, No. 1, 1997, pp. 15-31
R. M. Roman, S. Hayibor and B. R. Agle, “The Relationship between Social and Financial Performance: Repainting a Portrait,” Business and Society, Vol. 38, No. 1, 1999, pp. 109-125. doi:10.1177/000765039903800105
L. E. Preston and D. P. O’Bannon, “The Corporate Social-Financial Performance Relationship: A Typology and Analysis,” Business and Society, Vol. 36, No. 4, 1997, pp. 419-429. doi:10.1177/000765039703600406
S. Kapoor and H. S. Sandhu, “Does It Pay to Be Socially Responsible? An Empirical Examination of Impact of Corporate Social Responsibility on Financial Performance,” Global Business Review, Vol. 11, No. 2, 2010, pp. 185-208. doi:10.1177/097215091001100205
S. A. Waddock and S. M. Graves, “The Corporate Social Performance-Financial Performance Link”, Strategic Management Journal, Vol. 18, No. 4, 1997, pp. 303-319. doi:10.1002/(SICI)1097-0266(199704)18:4 3.0.CO;2-G
R. Makni, C. Francoeur and F. Bellavance, “Causality between Corporate Social Performance and Financial Performance: Evidence from Canadian Firms”, Journal of Business Ethics, Vol. 89, No. 3, 2009, pp. 409-422. doi:10.1007/s10551-008-0007-7
M. Orlitzky, F. L. Schmidt and S. L. Rynes, “Corporate Social and Financial Performance: A Meta-Analysis,” Organization Studies, Vol. 24, No. 3, 2003, pp. 403-441. doi:10.1177/0170840603024003910
F. E. Webster, “Determining the Characteristics of the Socially Conscious Consumer,” Journal of Consumer Research, Vol. 2, No. 3, 1975, pp.188-196. doi:10.1086/208631
J. A. Roberts, “Profiling Levels of Socially Responsible Consumer Behavior: A cluster Cluster Analytic Approach and Its Implications for Marketing,” Journal of Marketing, Vol. 3, No. 4, 1995, pp. 97-116.
L. A. Mohr and D. J. Webb, “Do Consumers Expect Companies to be Socially Responsible? The Impact of Corporate Social Responsibility on Buying Behavior,” Journal of Consumer Affairs, Vol. 35, No. 1, 2001, pp. 45-72. doi:10.1111/j.1745-6606.2001.tb00102.x
S. Brammer and S. Pavelin, “Building a Good Reputation,” European Management Journal, Vol. 22, No. 6, 2004, pp. 704-713. doi:10.1016/j.emj.2004.09.033
C. J. Fombrun, “Building Corporate Reputation through CSR Initiatives: Evolving Standards,” Corporate Reputation Review, Vol. 8, No. 1, 2005, pp. 7-11. doi:10.1057/palgrave.crr.1540235
C. Hillenbrand and K. Money, “Corporate Responsibility and Corporate Reputation: Two Separate Concepts or Two Sides of the Same Coin,” Corporate Reputation Review, Vol. 10, No. 4, 2007, pp. 261-277. doi:10.1057/palgrave.crr.1550057
A. Smidts, T. H. Pruyn and C. B. M. Van Riel, “The Impact of Employee Communication and Perceived External Prestige on Organizational Identification,” Academy of Management Journal, Vol. 44, No. 5, 2001, pp. 1051-1062. doi:10.2307/3069448
T. J. Brown and P. A. Dacin, “The Company and the Product: Corporate associations and Consumer Product Responses,” Journal of Marketing, Vol. 61, No. 1, 1997, pp. 68-84. doi:10.2307/1252190
S. Sen and C. B. Bhattacharya, “Does Doing Good Always Lead to Doing Better? Consumer Reactions to Corporate Social Responsibility,” Journal of Marketing Research, Vol. 38, No. 2, 2001, pp. 225-243.
A. Chaudhuri and M. B. Holbrook, “The Chain of Effects from Brand Trust and Brand Affect to Brand Performance: The Role of Brand Loyalty,” Journal of Marketing, Vol. 65, No. 4, 2001, pp. 81-93. doi:10.1509/jmkg.65.2.81.18255