Please use this identifier to cite or link to this item: http://hdl.handle.net/10397/90519
DC FieldValueLanguage
dc.contributorDepartment of Logistics and Maritime Studiesen_US
dc.creatorZhu, Men_US
dc.creatorYeung, ACLen_US
dc.creatorZhou, Hen_US
dc.date.accessioned2021-07-15T02:12:08Z-
dc.date.available2021-07-15T02:12:08Z-
dc.identifier.issn0925-5273en_US
dc.identifier.urihttp://hdl.handle.net/10397/90519-
dc.language.isoenen_US
dc.publisherElsevieren_US
dc.subjectBargaining poweren_US
dc.subjectChinaen_US
dc.subjectCorporate social responsibilityen_US
dc.subjectCorporate transparencyen_US
dc.subjectCustomer concentrationen_US
dc.titleDiversify or concentrate : the impact of customer concentration on corporate social responsibilityen_US
dc.typeJournal/Magazine Articleen_US
dc.identifier.volume240en_US
dc.identifier.doi10.1016/j.ijpe.2021.108214en_US
dcterms.abstractPrevious studies on the impact of customer concentration on firm-level outcomes mainly focus on financial and operational variables, and the influence of a concentrated customer base remains controversial. As one of the important issues of responsible and sustainable operations management, corporate social responsibility (CSR) has garnered increasing attention of scholars in recent years. However, research on CSR antecedents is far less than the studies of its outcomes, and few studies investigate what determines CSR engagement from buyer-supplier relationship perspective. Using a large sample panel data from Chinese publicly listed firms between 2010 and 2019, we find that a concentrated customer base is negatively associated with suppliers' CSR performance. Our results still hold after a series of robustness checks. Next, the results show that customer concentration is also negatively correlated with CSR's five dimensions, but the negative impact on non-core stakeholders is more significant than that on core stakeholders. Further, the mechanism analysis reveals that profitability and financial constraints are two potential transmission mechanisms in the linkage between customer concentration and CSR performance. Finally, we find that the negative impact is more salient when a supplier with higher transparency. Overall, our study suggests that a close relationship between a supplier and its major customers may impede the supplier's incentives to do good things, and a supplier may weigh benefits and costs to strategically adjust its CSR behaviour as a response to customer risk. These findings have significant implications for suppliers, customers, and regulators.en_US
dcterms.accessRightsembargoed accessen_US
dcterms.bibliographicCitationInternational journal of production economics, Oct. 2021, v. 240, 108214en_US
dcterms.isPartOfInternational journal of production economicsen_US
dcterms.issued2021-10-
dc.identifier.scopus2-s2.0-85108993006-
dc.identifier.artn108214en_US
dc.description.validate202107 bcvcen_US
dc.description.oaNot applicableen_US
dc.identifier.FolderNumbera0968-n02-
dc.identifier.SubFormID2253-
dc.description.fundingSourceSelf-fundeden_US
dc.description.pubStatusPublisheden_US
dc.date.embargo2024-10-31en_US
Appears in Collections:Journal/Magazine Article
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Embargo End Date 2024-10-31
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