[Lecture] The Role of Corporate Social Performance in Strategic Alliances
 
time: 2017-06-21

Title: The Role of Corporate Social Performance in Strategic Alliances

Speaker: Prof. Ruby P. Lee, College of Business, Florida State University

Moderator: Dr. Wang Xiaoyu, School of Business Administration, SCUT

Time: 10:00 am, June 28, 2017

Venue: Room 107, Building No. 12, Wushan Campus


Host: Department of Marketing


Places are limited. Please Contact Dr. Wang Xiaoyu via Wechat w13610133656 for Registration.


Introduction to the Speaker:


Dr. Ruby P. Lee is Professor of Marketing and Director of International Programs at the College of Business, Florida State University.  She holds a Phd from Washington State University, a master degree from The Chinese University of Hong Kong, and a bachelor from The University of Hong Kong. She was named 2016-17 Fulbright-Hanken Distinguished Chair in Business and Economics to visit Hanken School of Economics in Finland. Her work has been published in the Journal of Marketing, Journal of the Academy of Marketing Science, Decision Sciences, Journal of Product Innovation Management, Marketing Letters, Journal of World Business, Journal of International Marketing, among others.  In addition, Ruby is on the editorial boards of multiple journals such as Journal of Product Innovation Management, Journal of World Business, Journal of International Marketing, and Industrial Marketing Management.  In 2014-15, she served as the chief guest editor of Industry Marketing Management’s special issue on “Innovation in and from Emerging Economies.” She is currently serving as the chief guest editor of Journal of Product Innovation Management special issue on “Social Innovation in an Interconnected World” to be published in 2019. Her early work experiences include 3 years of Assistant Merchandising Manager, 3 year of Senior Researcher and Business Consultant.


Abstract:

Although a large body of research demonstrates a positive relationship between a focal firm’s corporate social responsibility (CSR) activities and its performance, some research suggests otherwise. Drawing on signaling theory and the reputation and knowledge spillover literature, this study attempts to offer new insights by investigating the role of CSR engagement in a strategic alliance setting using two studies. By simultaneously investigating the focal firm’s and its partners’ CSR engagements, the current research uncovers their substituting effects, suggesting managers taking into account not only the strategic partners’ tangible assets or technology, but also their CSR. Our findings further establish the important roles of multiple portfolio and network structural factors, helping managers understand how and when to navigate their strategic partners to enhance their firms’ financial performance.