Research Briefs

RESEARCH BRIEF - Firms that engage in corporate citizenship also work actively to communicate transparently about operations, policies, and CSR commitments. The additional information available to outside investors, leads to more consistent forecasts and stronger liquidity.

RESEARCH BRIEF - Those looking to increase participation in mentoring opportunities should tailor their programs and messaging to their audiences: Younger mentors are often motivated more by career-related objectives—such as recognition, promotion, and monetary rewards.

RESEARCH BRIEF - According to a retrospective review of a decade of data, companies have tended to focus corporate citizenship efforts on primary stakeholders such as their customers and employees. Recently, they have begun to broaden their focus to include other stakeholders—particularly the environment—as they maintain primary stakeholder engagement.

RESEARCH BRIEF - To maximize short- and long-term financial performance, companies investing in environmental initiatives should communicate their efforts with stakeholders more frequently.

RESEARCH BRIEF - Older professionals are more likely to be motivated by genuine interest—rather than career advancement—when deciding whether to participate in professional development opportunities. Those looking to engage older employees in professional development should stress what can be achieved with new skills—rather than how they would bolster a resume.

RESEARCH BRIEF - Strong corporate citizenship performance leads to higher dividend payouts for shareholders, especially when companies invest in community relations, diversity, and corporate governance efforts.

RESEARCH BRIEF - When employees are aware of their company’s corporate citizenship efforts, they experience higher levels of pride and engagement in the organization. Among non-managerial employees, this leads to higher retention.

RESEARCH BRIEF - Companies with slack resources should consider investing in environmental efforts: These investments result in stronger environmental performance in the short term—and stronger financial performance in the long term.

RESEARCH BRIEF - Consumers are more likely to purchase from companies who partner with organizations with missions that align closely with a company’s business purpose, rather than those who directly affect its operations or make use of its products.

RESEARCH BRIEF - When consumers are more informed about a company’s positive corporate citizenship behavior, they are more likely to be satisfied with the company, are more willing to recommend it, and are more willing to buy their products. Less favorable corporate social and environmental performance elicits a negative consumer response.

RESEARCH BRIEF - Firms with at least two women are their boards are more likely to voluntarily disclose climate-change related strategies and risks.

RESEARCH BRIEF - Much has been written about the relationship between corporate social performance (CSP) and corporate financial performance (CFP). Companies with higher levels of cost-leadership (lower cost operations) and product differentiation are more capable of synergizing the value-added and value creation associated with their CSR projects to enhance firm financial performance.