CORPORATE SOCIAL RESPONSIBILITY, SHARED LEADERSHIP, AND FIRM PERFORMANCE: EVIDENCE FROM MEKONG DELTA, VIETNAM
DOI:
https://doi.org/10.18623/rvd.v22.n5.3828Keywords:
Social Responsibility, Shared Leadership, Work Motivation, Employee Creativity, Firm PerformanceAbstract
This study aims to explore the impact of corporate social responsibility (CSR) implementation, shared leadership (SL) on firm performance (FP) and the mediating role of work motivation (WM) and employee creativity (EC) in this relationship. A mixed methods approach was used, combining qualitative interviews and quantitative surveys for 405 enterprises in the Mekong Delta, Vietnam. To analyze the data and test the hypotheses derived from stakeholder theory, resource-based view (RBV) theory and social identity theory (SIT), social exchange theory, structural equation modeling (SEM) was used for analysis. According to the results of this study, the implementation of CSR, SL has a positive impact on WM, EC and FP, which once again confirms that the implementation of CSR, SL plays an important role for FP, contrary to the research of Buallay et al. (2020); Boies, Lvina & Martens (2010). Work motivation plays a mediating role in the relationship between CSR and FP; between SL and FP. While, EC only plays a mediating role in the relationship between CSR and FP. Enterprises in the Mekong Delta should proactively implement CSR, build a shared leadership style to promote employee motivation and creativity, improve business performance and enhance brand value.
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