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Cross-sector Alliances for Corporate Social Responsibility Partner Heterogeneity Moderates Environmental Strategy Outcomes

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  • Haiying Lin

Abstract

This article provides a new mechanism in understanding how partner heterogeneity moderates an alliance’s ability to advance corporate social responsibility goals. I identified the antecedents for firms to select a more diverse set of partners and explored whether more diverse alliances (especially cross-sector alliances) may facilitate partners to achieve more proactive environmental outcomes. I employ 146 environmental alliances formed in the U.S. between 1990 and 2009 to test the assertions. Results suggest that firms with innovative orientation and alliance experiences tend to choose a more diverse set of partners (especially cross-sector partners); and such partner heterogeneity in turn moderates an alliance’s environmental outcomes—compared to inter-firm alliances, cross-sector alliances are more likely to facilitate partners to pursue more proactive environmental strategies. Copyright Springer Science+Business Media B.V. 2012

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  • Haiying Lin, 2012. "Cross-sector Alliances for Corporate Social Responsibility Partner Heterogeneity Moderates Environmental Strategy Outcomes," Journal of Business Ethics, Springer, vol. 110(2), pages 219-229, October.
    • Handle: RePEc:kap:jbuset:v:110:y:2012:i:2:p:219-229
    DOI: 10.1007/s10551-012-1423-2
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