Stable networks, responsible firms? The differential effects of supplier and customer network stability on CSR performance
研究基于中国上市公司数据，发现供应商网络稳定性正向影响企业社会责任绩效，而客户网络稳定性呈U形影响，且企业中介地位和媒体报道会调节这些关系。
Purpose Integrating social network literature with resource dependence theory, our study seeks to investigate how the stability of firms’ ego-network compositions influences corporate social responsibility (CSR) performance within a supply chain setting and how firm brokerage and media coverage moderate these relationships. Design/methodology/approach Using a sample of 848 Chinese listed firms and information on their primary suppliers and customers between 2010 and 2019, this study employs a two-stage least squares method and a Heckman two-stage model to address endogeneity concerns. Findings Supplier network stability is positively associated with CSR performance, whereas customer network stability does not exhibit a significant linear relationship with CSR performance. The positive link between supplier network stability and CSR performance is strengthened when a firm occupies many brokerage positions. However, post-hoc analyses reveal a U-shaped impact of customer network stability on CSR performance, and this U-shaped effect steepens when the firm receives substantial media coverage. Originality/value By examining the influence of supplier and customer network stability on firms' CSR performance, this research provides insights into the network-based antecedents of CSR performance, particularly the previously overlooked role of customer network stability. Furthermore, this study extends network stability research by shifting from dyadic to network-level analysis and by uncovering the contingent effects of firm brokerage and media coverage.