The Impact of Space Delocalization and Time Delocalization on the CSR Strategy in a Transition Period ——A Case Study of Chinese Small and Medium-sized Export-oriented Apparel Firms

Ping Shuai, Hong Zhang, Ling Huang


Since the 1990s, many Chinese small and medium-sized export-oriented firms have begun to accept higher corporate social responsibility (CSR) standards because of factory inspections. In recent years, firms have been facing greater market competition in a period of transition. Different firms have different attitudes toward CSR behavior in same external macroenvironment, and some firms have formed a CSR strategy. To further explore the issue, this paper studied the impact of space delocalization and time delocalization on the CSR strategy of Chinese small and medium-sized export-oriented firms based on social structure theory. Using the case study approach, the results showed the following: (1) space delocalization can stimulate the CSR behavior of firms, although some behaviors are the result of compromise, and CSR strategy will not be initiated because of passive CSR behavior; (2) the stimulation of space delocalization can stimulate endogenous changes, but the cultural background of time delocalization has a far-reaching impact on the formation of CSR strategy.

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Business and Management Studies     ISSN 2374-5916 (Print)     ISSN 2374-5924 (Online)

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