When corporate social responsibility matters: An empirical investigation of contingencies

Rather than re-examine the question of whether doing good generally helps a company to do well, this study draws on contingency theory to empirically examine when doing good helps a company do as well as possible. Using panel data, we examine the effects of industry life cycle, munificence, and instability on the relationship between corporate social responsibility (CSR) and corporate financial performance (CFP). Our findings indicate that life cycle has a significant impact on the CSR-CFP relationship, as does industry instability. These findings suggest that CSR helps the bottom line considerably – if it is applied at the right time

Choosing Successful Strategies: A Checklist for Executives and Entrepreneurs

Every day, executives are confronted with strategic investment decisions. In this paper we draw on decades of making these decisions for a well-known Fortune 500 company to provide a straightforward way to choose successful strategic investments. A successful strategy requires a significant opportunity, the ability to extract value from that opportunity, and an investment balanced with the returns possible from that opportunity. We begin with five basic questions which should be asked of any strategic investment opportunity. The answers to these questions are often enough to indicate that the investment opportunity should not be pursued. The next step, assuming the venture passes these questions, is to evaluate the details of the opportunity through the checklist we provide. The purpose of the procedure presented here is to allow executives to identify and pursue the best available opportunities or, as we say in the last section, to go make money

What Influences Salary: A Study Of MIS Faculty Job Offers

What matters when you’re negotiating a job offer? We address this and other questions using data from the Association for Information Systems (AIS) Salary Surveys on compensation, rank, publication data, and similar data associated with MIS Faculty job offers. Our study has three primary findings. First, school and individual factors influence the position and salary offered, but individual factors have a stronger impact. Second, we find the position (i.e., associate/assistant professor and teaching load) offered by schools partially mediates the relationship between school and individual factors and the starting salary. Third, the direct impact of individual factors is also influenced by some school factors. Specifically, top tier publication is the most important individual factor in determining the salary level at PhD granting institutions

Competitive Sustainability: The Intersection of Sustainability and Business Success

Sustainability that beats the competition is different from sustainability that does not [...

EXTERNALITIES AND THE SIX FACETS MODEL OF TECHNOLOGY MANAGEMENT: GENETICALLY MODIFIED ORGANISMS IN AGRIBUSINESS

The Six Facets Model of technology management has previously only been applied to process innovation at the firm and the industry level. In this article, the model is applied to product innovation for the first time. In the context of genetically-modified organisms in the agribusiness industry, we examine radical product innovation through the Six Facets Model. We propose, based on the history of genetically-modified organisms in agribusiness, that when applied to product innovation the Six Facets Model will benefit considerably from the inclusion of potential negative externalities and the reactions of external stakeholders.Six Facets Model, negative externalities, product innovation, radical innovation, agribusiness, genetically-modified organisms

Making Sustainability a Core Competency: Consumer Response to Sustainable Innovative Products

Research suggests that sustainability may not be sufficient to yield a competitive advantage. Building on the resource-based view, this research evaluates three questions: (1) Can using sustainability as a differentiator lead to consumers choosing sustainable products? (2) Does product sustainability appeal more to environmentally concerned consumers? (3) Does product sustainability appeal more when paired with innovation? To test the hypotheses, an online survey of 344 US respondents was conducted. Consumers were given a hypothetical budget for an office chair and asked to choose between two products at a time. Hypotheses were tested with frequency and Chi-square tests and logistic regression. Findings indicate that the innovative product was preferred over the undifferentiated one, but the sustainable product was preferred over both innovative and undifferentiated products. The sustainability–innovativeness bundle was not preferred over the sustainable product. Environmental concern increased preference for the sustainable product over the innovative product, but not over the undifferentiated one. These findings suggest that sustainability is a stronger differentiator than innovation, but that bundling both features does not further enhance product choice. Attitude toward the environment may not predict behavior. Instead, preference for the sustainable product may originate in variety-seeking behavior, with sustainability seen as an innovation

Making Sustainability a Core Competency: Consumer Response to Sustainable Innovative Products

Research suggests that sustainability may not be sufficient to yield a competitive advantage. Building on the resource-based view, this research evaluates three questions: (1) Can using sustainability as a differentiator lead to consumers choosing sustainable products? (2) Does product sustainability appeal more to environmentally concerned consumers? (3) Does product sustainability appeal more when paired with innovation? To test the hypotheses, an online survey of 344 US respondents was conducted. Consumers were given a hypothetical budget for an office chair and asked to choose between two products at a time. Hypotheses were tested with frequency and Chisquare tests and logistic regression. Findings indicate that the innovative product was preferred over the undifferentiated one, but the sustainable product was preferred over both innovative and undifferentiated products. The sustainability–innovativeness bundle was not preferred over the sustainable product. Environmental concern increased preference for the sustainable product over the innovative product, but not over the undifferentiated one. These findings suggest that sustainability is a stronger differentiator than innovation, but that bundling both features does not further enhance product choice. Attitude toward the environment may not predict behavior. Instead, preference for the sustainable product may originate in variety-seeking behavior, with sustainability seen as an innovation

Making Sustainability a Core Competency: Consumer Response to Sustainable Innovative Products

Research suggests that sustainability may not be sufficient to yield a competitive advantage. Building on the resource-based view, this research evaluates three questions: (1) Can using sustainability as a differentiator lead to consumers choosing sustainable products? (2) Does product sustainability appeal more to environmentally concerned consumers? (3) Does product sustainability appeal more when paired with innovation? To test the hypotheses, an online survey of 344 US respondents was conducted. Consumers were given a hypothetical budget for an office chair and asked to choose between two products at a time. Hypotheses were tested with frequency and Chi-square tests and logistic regression. Findings indicate that the innovative product was preferred over the undifferentiated one, but the sustainable product was preferred over both innovative and undifferentiated products. The sustainability–innovativeness bundle was not preferred over the sustainable product. Environmental concern increased preference for the sustainable product over the innovative product, but not over the undifferentiated one. These findings suggest that sustainability is a stronger differentiator than innovation, but that bundling both features does not further enhance product choice. Attitude toward the environment may not predict behavior. Instead, preference for the sustainable product may originate in variety-seeking behavior, with sustainability seen as an innovation