Purpose: The paper analyses social and environmental engagement, stakeholders’ relations and corporate social responsibility (CSR) strategies/options along with their underlying mechanisms of firms operating in China. Design/methodology/approach: It does this through the analysis of a unique case study using data collected from internal members and external stakeholders of the company framed within stakeholder theory. Findings: Within the Aguinis and Glavas (2012) framework, the results show that the company’s resources and values can act as a mediator, their high visibility and scale can act as a moderator, and their self-regulation can act as a predictor in weak institutional contexts. Also, the findings show that employees’ perceptions of visionary leadership can act as a mediator, and that the alignment in the vision/values/beliefs of the chief executive officer with those of the shareholders can act as moderators. Originality/value: The paper intends to contribute to the literature on CSR in China by analysing a specific type of investor, the socially responsible investor, neglected in the CSR literature, and by studying multilevel (individual/organisational/institutional) social and environmental engagement, stakeholders’ relations and CSR strategies/options in an evolving institutional environment.
- Emerging markets
- Sustainable and responsible investors