Mapping the Relationship Among Political Ideology, CSR Mindset, and CSR Strategy: A Contingency Perspective Applied to Chinese Managers

The literature on antecedents of corporate social responsibility (CSR) strategies of firms has been predominately content driven. Informed by the managerial sense-making process perspective, we develop a contingency theoretical framework explaining how political ideology of managers affects the choice of CSR strategy for their firms through their CSR mindset. We also explain to what extent the outcome of this process is shaped by the firm’s internal institutional arrangements and external factors impacting on the firm. We develop and test several hypotheses using data collected from 129 Chinese managers. The results show that managers with a stronger socialist ideology are likely to develop a mindset favouring CSR, which induces the adoption of a proactive CSR strategy. The CSR mindset mediates the link between socialist ideology and CSR strategy. The strength of the relationship between the CSR mindset and the choice of CSR strategy is moderated by customer response to CSR, industry competition, the role of government, and CSR-related managerial incentives

Pay for performance in emerging markets: Insights from China

With the rapid increase in the application of Western HR practices in emerging markets, it is crucial to investigate how non-Western employees react to Western HR practices such as pay for performance (PFP). We investigate employee reactions to PFP in emerging markets using China as a case. Our multilevel analyses, based on data from 574 engineers in 22 domestic firms and eight foreign firms in China, demonstrated that PFP was positively associated with conscientiousness at the individual level. In contrast, PFP was negatively related to employees` organizational commitment and interpersonal helping at the organization level. This study suggests that the impact of "culture distance" associated with Western HR practices may be more likely to manifest itself in the collective entity than at the individual level. Employees of domestic firms reported significantly higher levels of performance appraisal satisfaction and justice perceptions than employees of foreign firms, which might explain why PFP was more widely implemented in domestic firms in China. The present results demonstrated that, in addition to the culture distance, the "context distance" between domestic and foreign firms may play a critical role in accruing benefits from PFP, indicating that PFP can be more beneficial to domestic firms than to foreign firms. The present findings provide practical implications for foreign firms operating in emerging markets. Journal of International Business Studies (2010), 41, 671-689. doi:10.1057/jibs.2009.40