With an increasing trend of attention devoted to the corporate social responsibility (CSR) in businesses
all over the world, this paper discusses the types of CSR strategies from both value perspective and
strategic orientation. We also incorporate dynamic capabilities perspective to explain the effects of CSR
strategies on organizational performance. Case studies from Taiwan further support theory framework
and proposed propositions. Data is collected from annual reports, databases of reports on
environmental performance and sustainable development of Taiwanese businesses, web sites as well
as interview reports of CSR from the media. The results indicate that a firm’s particular dynamic
capabilities of stakeholder relationship management can determine the effectiveness of alternative CSR
strategies, in return influencing organizational performance. Finally, we discuss some of the
implications of the practical and academic contributions of this study as well as its limitations. We also
provide suggestions for future research.
Relation:
African Journal of Business Managementm, 4(1):120-132.
