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Aggarwal, Vijita S.
- Institutional Pressures of CSR:Evidence from India
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1 GGSIP University, Dwarka, New Delhi, IN
2 Shri Ram College of Commerce, Delhi University, New Delhi, IN
1 GGSIP University, Dwarka, New Delhi, IN
2 Shri Ram College of Commerce, Delhi University, New Delhi, IN
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Review of Professional Management- A Journal of New Delhi Institute of Management, Vol 16, No 2 (2018), Pagination: 45-54Abstract
The aim of the study is to identify important pressures driving corporate social responsibility practices by companies in India. Institutional pressures are conceptualised as a second order hierarchical component model (reflective formative type) and its multiple dimensions as first order reflective constructs forming second-order components. The model has its ischolar_mains in institutional theory as applied to CSR - linking government, industry association, NGOs, media, local communities and peer groups for overall institutional pressure. An exploratory study was conducted among top level and middle level CSR professionals of companies in S&P BSE 500 index to empirically validate constructs. Partial least squares structural equation modelling (PLS-SEM) was used for data analysis. Results indicate that institutional pressures can be measured in a reflective-formative type HCM (Hierarchical Component Model) and local community, peers, media, government and industry association are important triggers for CSR in India. The study provides evidence that stakeholders are exerting institutional pressures on corporates. Further, a new multidimensional institutional pressures formative construct to understand the pressures of CSR in India is proposed which can be used by researchers in future, by policy makers to make sector specific CSR laws and by corporates for training.Keywords
Institutional Theory, CSR, India, PLS-SEM.Full Text
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- Knowledge Transfer: A Mediation Analysis of Knowledge, Technology and Sustainable Innovation
Abstract Views :318 |
PDF Views:138
Authors
Affiliations
1 University School of Management Studies, GGSIP University, New Delhi, IN
1 University School of Management Studies, GGSIP University, New Delhi, IN
Source
Review of Professional Management- A Journal of New Delhi Institute of Management, Vol 18, No 1 (2020), Pagination: 1-16Abstract
The study has tested the relationship between information technology based systems, knowledge transfer, and innovation performance in international joint ventures operating in India. The study has its ischolar_mains in the theory of dynamic capabilities. Questionnaire was developed by adapting the standardised scales of the three constructs. It was subjected to a survey from middle and top-level executives of Indian IJVs. Data were analysed using Smart-PLS-3. A significant direct impact of IT-based systems on innovation performance was confirmed. Bootstrapping process has shown the presence of partial mediation between knowledge transfer, IT-based systems and innovation performance in IJVs. Various secondary reports have suggested that innovation is a crucial factor for the growth of Indian economy and Indian economy is now focusing more on improving the innovation ecosystem to become globally competitive. The study has theoretical as well as managerial implications. Managers can identify the areas of IT-based systems to be focused in order to attain sustainable competitive advantage through innovation. Researchers may extend this model to include more relevant variables to make the model more robust, thus opening new avenues for research. Despite the researchers’ best efforts, the study suffers from a few limitations. It is limited in scope, size, place, and time. It is only validated in Indian IJVs context and needs to be checked in other organizational forms and countries to check its generalizability. The study is original in nature. It is among the few studies to establish an empirical link among IT-based systems, knowledge transfer, and innovation in Indian IJVs context.Keywords
Dynamic Capabilities, Innovation, International Joint Ventures, IT-Based Systems, Knowledge Transfer.Full Text
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