Articlehybrid2024

Internal versus external CSR practices: The trade‐off in family firms

Pilar Rivera‐Franco · Ignacio Requejo · Isabel Suaréz González

21 citations0/0 files storedEuropean Management Review

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Corporate Social Responsibility Reporting Corporate Social Responsibility and Sustainability Family Business Performance and Succession

Abstract

Abstract Firms face the challenge of choosing between corporate social responsibility (CSR) practices aimed at different stakeholders (internal and external). Striking the right balance is particularly complex in family firms (FFs), in which CSR practices become a vehicle to express their identity. Our goal is to study FFs' trade‐off between internal and external CSR practices compared to non‐FFs by drawing on the FF identity and socioemotional wealth perspectives. We analyze a panel of 423 European listed companies (3,918 observations) from 2008 to 2017. Our results show that FFs outperform non‐FFs in overall CSR, with FFs' stronger efforts in internal CSR driving their better CSR performance. We also find that FFs' prioritization of internal CSR is more pronounced when CSR credibility at a country level is lower. However, a greater exposure of the family name reverses FFs' preferences and leads them to prioritize external stakeholders' interests.

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1991Some Tests of Specification for Panel Data: Monte Carlo Evidence and an Application to Employment Equations 2010Strategic management a stakeholder approach 1997Toward a Theory of Stakeholder Identification and Salience: Defining the Principle of Who and What Really Counts 1984Research in Organizational Behavior 1979A Three-Dimensional Conceptual Model of Corporate Performance 2007Strategy and society: the link between competitive advantage and corporate social responsibility 1999Corporate Social Responsibility 2008“Implicit” and “Explicit” CSR: A Conceptual Framework for a Comparative Understanding of Corporate Social Responsibility

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