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Corporate Motivations of Product Recall Strategy: Exploring the Role of Corporate Social Responsibility in Stakeholder Engagement

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  • Shao‐Chi Chang
  • Heng‐Yu Chang

Abstract

Prior evidence shows voluntary recalls do not lead to better abnormal stock returns when compared with involuntary ones, although they intend to convey positive signals. This puzzling evidence can be attributed to the ignorance of information uncertainty associated with different product recall strategies. Because of the mixed managerial motives inherent in business strategy, voluntary recalls may involve greater information uncertainty than involuntary ones that prevent investors from receiving the intended positive messages. This paper argues that corporate social responsibility (CSR) establishes a firm's presence in stakeholder engagement and plays a crucial role in certifying information conveyed by voluntary product recalls. The findings suggest that firms with better CSR performance receive significantly greater firm value change than those with poor CSR performance upon the announcements of voluntary recalls. Besides, the CSR effect is mainly driven by the firm's engagement in technical CSR activities because of the direct dialogues with stakeholders caring about products. Copyright © 2014 John Wiley & Sons, Ltd and ERP Environment

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  • Shao‐Chi Chang & Heng‐Yu Chang, 2015. "Corporate Motivations of Product Recall Strategy: Exploring the Role of Corporate Social Responsibility in Stakeholder Engagement," Corporate Social Responsibility and Environmental Management, John Wiley & Sons, vol. 22(6), pages 393-407, November.
    • Handle: RePEc:wly:corsem:v:22:y:2015:i:6:p:393-407
    DOI: 10.1002/csr.1354
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    Cited by:

    1. Jagandeep Singh, 2018. "Impact of Automobile Recalls on Stock Prices: A Study in the Indian Context," Global Business Review, International Management Institute, vol. 19(2), pages 407-423, April.
    2. Zhe Ouyang & Xiaojiao Wang & Yang Liu, 2024. "The use of corporate social responsibility in response to product‐harm crisis: How do stock market reactions matter?," Corporate Social Responsibility and Environmental Management, John Wiley & Sons, vol. 31(4), pages 3081-3097, July.
    3. Hannah Oh & John Bae & Sang‐Joon Kim & Ryan Choi, 2019. "Product recall as a way of responsible management of a firm: The roles of corporate social responsibility and board members' sense of ownership," Corporate Social Responsibility and Environmental Management, John Wiley & Sons, vol. 26(4), pages 902-915, July.
    4. Hall, David C. & Johnson-Hall, Tracy D., 2021. "Recall effectiveness, strategy, and task complexity in the U.S. meat and poultry industry," International Journal of Production Economics, Elsevier, vol. 234(C).
    5. David C. Hall & Tracy D. Johnson-Hall, 2021. "The value of downstream traceability in food safety management systems: an empirical examination of product recalls," Operations Management Research, Springer, vol. 14(1), pages 61-77, June.
    6. Lorenzo Dal Maso & Giovanni Liberatore & Francesco Mazzi, 2017. "Value Relevance of Stakeholder Engagement: The Influence of National Culture," Corporate Social Responsibility and Environmental Management, John Wiley & Sons, vol. 24(1), pages 44-56, January.
    7. Li, Huashan & Bapuji, Hari & Talluri, Srinivas & Singh, Prakash J., 2022. "A Cross-disciplinary review of product recall research: A stakeholder-stage framework," Transportation Research Part E: Logistics and Transportation Review, Elsevier, vol. 163(C).

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