Corporate Social Responsibility, Unabsorbed Slack Resources and Ambidextrous Technological Innovation
Ji Huanyong1,Xu Guannan2,Zhou Rong1,Zhou Yuan1
(1. School of Public Policy and Management, Tsinghua University, Beijing 100084, China; 2. School of Economics and Management, Beijing University of Posts and Telecommunications, Beijing 100086, China)
[1]BAGNOLI M, WATTS S G. Selling to socially responsible consumers: competition and the private provision of public goods[J]. Journal of Economics & Management Strategy, 2003, 12(3):419-445.[2]MCWILLIAMS A, SIEGEL D. Creating and capturing private and social value: strategic corporate social responsibility, resource based theory and sustainable competitive advantage[J]. Journal of Management, 2010, 37(37):1480-1495.[3]GONG G, XU S, GONG X. On the value of corporate social responsibility disclosure: an empirical investigation of corporate bond issues in China[J]. Journal of Business Ethics, 2016, 150(1):1-32.[4]RATAJCZAK P, SZUTOWSKI D. Exploring the relationship between CSR and innovation[J]. Sustainability Accounting, Management and Policy Journal, 2016, 7(2): 295-318.[5]LUO X, DU S. Exploring the relationship between corporate social responsibility and firm innovation[J]. Marketing Letters, 2015, 26(4): 703-714.[6]BOCQUET R, BAS C L, MOTHE C, et al. CSR, innovation, and firm performance in sluggish growth contexts: a firm-level empirical analysis[J]. Journal of Business Ethics, 2017, 146(1): 241-254.[7]BOCQUET R, BAS C L, MOTHE C, et al. Are firms with different CSR profiles equally innovative? empirical analysis with survey data[J]. European Management Journal, 2013, 31(6): 642-654.[8]WAGNER M. Corporate social performance and innovation with high social benefits: a quantitative analysis.[J]. Journal of Business Ethics, 2010, 94(4): 581-594.[9]GALLEGO-ALVAREZ I, PRADO-LORENZO J M, GARCIA-SANCHEZ I. Corporate social responsibility and innovation: a resource-based theory[J]. Management Decision, 2011, 49 (10): 1709-1727.[10]杨建君, 聂菁. 寡头垄断企业技术创新模式选择——创新风险与技术类型的影响分析[J]. 科学学与科学技术管理, 2009, 30(11):94-99.[11]吴爱华, 苏敬勤. 人力资本专用性、创新能力与新产品开发绩效——基于技术创新类型的实证分析[J]. 科学学研究, 2012, 30(6):950-960.[12]SWIFT TIM. The perilous leap between exploration and exploitation[J]. Strategic Management Journal, 2016, 37(8):1688-1698.[13]JOKIPII A. Determinants and consequences of internal control in firms: a contingency theory based analysis[J]. Journal of Management & Governance, 2010, 14(2):115-144.[14]MARCH J G. Exploration and exploitation in organizational learning[J]. Organization Science, 1991, 2 (1): 71-87.[15]BELDERBOS R, FAEMS D, LETEN B, et al. Technological activities and their impact on the financial performance of the firm: exploitation and exploration within and between firms[J]. Journal of Product Innovation Management, 2010, 27(6): 869-882.[16]LIN H, MCDONOUGH E F, YANG J, et al. Aligning knowledge assets for exploitation, exploration, and ambidexterity: a study of companies in high-tech parks in China[J]. Journal of Product Innovation Management, 2017, 34(2): 122-140.[17]SUZUKI O. Enabling or constraining? unraveling the influence of organizational slack on innovation[J]. Industrial and Corporate Change, 2018, 27(3): 555-575.[18]王亚妮,程新生.环境不确定性、沉淀性冗余资源与企业创新——基于中国制造业上市公司的经验证据[J].科学学研究,2014,32(8):1242-1250.[19]WADDOCK S . Parallel universes: companies, academics, and the progress of corporate citizenship[J]. Business & Society Review, 2010, 109(1):5-42.[20]MISHRA D R. Post-innovation CSR performance and firm value[J]. Journal of Business Ethics, 2017, 140(2): 285-306.[21]PORTER M E, KRAMER M R. Strategy and society: the link between competitive advantage and corporate social responsibility[J]. Harvard Business Review, 2006, 84(12): 77-92.[22]PORTER M E, KRAMER M R. Creating shared value[J]. Harvard Business Review, 2011, 89(1/2): 62-77.[23]ZHAO M. CSR-based political legitimacy strategy: managing the state by doing good in China and Russia[J]. Journal of Business Ethics, 2012, 111(4): 439-460.[24]GASSMANN O, ENKEL E, CHESBROUGH H. The future of open innovation[J]. R & D Management, 2010, 40(3):213-221.[25]GUAN J, LIU N. Exploitative and exploratory innovations in knowledge network and collaboration network: a patent analysis in the technological field of nano-energy[J]. Research Policy, 2016, 45(1): 97-112.[26]李忆,司有和.探索式创新、利用式创新与绩效:战略和环境的影响[J].南开管理评论,2008(5):4-12.[27]WOLF J. The relationship between sustainable supply chain management, stakeholder pressure and corporate sustainability performance[J]. Journal of Business Ethics, 2014, 119(3):317-328.[28]BROWN J A, FORSTER W R. CSR and Stakeholder theory: a tale of Adam Smith[J]. Journal of Business Ethics, 2013, 112(2): 301-312.[29]SHARMA S, VREDENBURG H. Proactive corporate environmental strategy and the development of competitively valuable organizational capabilities[J]. Strategic Management Journal, 1998, 19(8): 729-753.[30]BENNER M J, TUSHMAN M L. Exploitation, exploration, and process management: the productivity dilemma revisited[J]. Academy of Management Review, 2003, 28(2): 238-256.[31]HE Z, WONG P K. Exploration vs. exploitation: an empirical test of the ambidexterity hypothesis[J]. Organization Science, 2004, 15(4): 481-494.[32]HO V H. Corporate social responsibility in China: law & the business case for strategic CSR[J]. South Carolina Journal of International Law & Business, 2015,12(1): 1-39.[33]VOSS G B, SIRDESHMUKH D, VOSS Z G, et al. The effects of slack resources and environmental threat on product exploration and exploitation[J]. Academy of Management Journal, 2008, 51(1): 147-164.[34]李晓翔,刘春林.高流动性冗余资源还是低流动性冗余资源——一项关于组织冗余结构的经验研究[J].中国工业经济,2010(7):94-103.[35]FLAMMER C. Competing for government procurement contracts: the role of corporate social responsibility[J]. Strategic Management Journal, 2018,39(5):1299-1324.[36]MCWILLIAMS A, VAN FLEET D D, CORY K D, et al. Raising rivals' costs through political strategy: an extension of resource-based theory[J]. Journal of Management Studies, 2002, 39(5): 707-724.[37]LOVE J H, ROPER S, VAHTER P, et al. Learning from openness: the dynamics of breadth in external innovation linkages[J]. Strategic Management Journal, 2014, 35(11): 1703-1716.[38]LOPEZVEGA H, TELL F, VANHAVERBEKE W, et al. Where and how to search? search paths in open innovation[J]. Research Policy, 2016, 45(1): 125-136.[39]HUANG Y, CHEN C. The impact of technological diversity and organizational slack on innovation[J]. Technovation, 2010（9）: 420-428.[40]TAN J, PENG M W. Organizational slack and firm performance during economic transitions: two studies from an emerging economy[J]. Strategic Management Journal, 2003，24(13), 1249-1263.[41]WICKERT C, SCHERER A G,SPENCE L J. Walking and talking corporate social responsibility: implications of firm size and organizational cost[J]. Journal of Management Studies, 2016, 53(7), 1169-1196.[42]ZHANG Y, YANG Z, ZHANG T, et al. Strategic resource decisions to enhance the performance of global engineering services[J]. International Business Review, 2017, 27(3): 678-700.[43]BENLEMLIH M, SHAUKAT A, QIU Y, et al. Environmental and social disclosures and firm risk[J]. Journal of Business Ethics, 2016(7): 1-14.[44]LEE J, VELOSO F, HOUNSHELL D A, et al. Linking induced technological change, and environmental regulation: evidence from patenting in the U.S. auto industry[J]. Research Policy, 2011, 40(9): 1240-1252.[45]KONG D, ZHOU Y, LIU Y, et al. Using the data mining method to assess the innovation gap: a case of industrial robotics in a catching-up country[J]. Technological Forecasting and Social Change, 2017: 80-97.[46]杨洋,魏江,罗来军.谁在利用政府补贴进行创新?——所有制和要素市场扭曲的联合调节效应[J].管理世界,2015(1):75-86+98+188.[47]BELDERBOS R, TONG T W, WU S, et al. Multinationality and downside risk: the roles of option portfolio and organization[J]. Strategic Management Journal, 2014, 35(1): 88-106.[48]ZHANG Y, LI H, LI Y, et al. FDI spillovers in an emerging market: the role of foreign firms' country origin diversity and domestic firms' absorptive capacity[J]. Strategic Management Journal, 2010, 31(9): 969-989.[49]QIU Y, SHAUKAT A, THARYAN R, et al. Environmental and social disclosures: link with corporate financial performance[J]. British Accounting Review, 2016, 48(1): 102-116.[50]SHARMA S. Managerial interpretations and organizational context as predictors of corporate choice of environmental strategy[J]. The Academy of Management Journal, 2000, 43(4):681-697.
