RT Article
T1 Social Alliance and Employee Voluntary Activities: A Resource-Based Perspective
JF Journal of business ethics
VO 104
IS 2
SP 251
OP 268
A1 Liu, Gordon G.
A1 Ko, Wai Wai
A2 Ko, Wai Wai
LA English
YR 2011
UL https://ixtheo.de/Record/1785643592
AB The corporate social responsibility literature devotes relatively little attention to the strategic role played by employee voluntary activities (EVAs) in social alliances. Using the resource-based perspective of the organization to frame the data collection and the analyses, this article investigates: (1) the role of EVAs in the development of corporate and non-profit organizations (NPOs) competitive assets and (2) the management approaches to how both parties can develop their own resources by combining them with the shared resources with the purpose of enhancing its competitive advantage in its own sector. The database is composed of 70 specifically designed interviews with managers of UK-based firms and NPOs. The analyses suggest, among other things, that the majority of corporate and non-profit managers find that EVAs generate substantial tangible and intangible benefits for their respective organisations, creating genuine synergies. We also find evidence of a general preference for the management approaches of such programmes in both types of organisation.
K1 Employee voluntary activities
K1 Social alliances
K1 Resource-based view
K1 Corporate Social Responsibility
DO 10.1007/s10551-011-0907-9