Please use this identifier to cite or link to this item: https://hdl.handle.net/10419/327024 
Year of Publication: 
2023
Citation: 
[Journal:] BRQ Business Research Quarterly [ISSN:] 2340-9444 [Volume:] 26 [Issue:] 4 [Year:] 2023 [Pages:] 282-296
Publisher: 
Sage Publishing, London
Abstract: 
Studies have shown that corporate social performance (CSP) is an antecedent of corporate reputation, acting as a signal that affects stakeholders' perceptions and expectations about a firm's future behavior. However, the perceptions, expectations, and interests of stakeholders may be affected by external factors, such as national culture, which shapes their beliefs about what role companies play in society. Drawing on institutional theory and Hofstede's cultural dimensions, we analyze how stakeholders' national culture moderates the relationship between CSP and corporate reputation. The results of the analysis of an international sample for the period 2010 to 2016 show that low individualism (i.e., collectivism), low masculinity (i.e., femininity), low power distance, and low uncertainty avoidance intensify the positive relationship between CSP and corporate reputation.
Subjects: 
Corporate reputation
corporate social performance
stakeholder approach
national culture
JEL: 
M14
L14
Persistent Identifier of the first edition: 
Creative Commons License: 
cc-by-nc Logo
Document Type: 
Article

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