Strategic Groups and Corporate Citizenship: Evidence from the Canadian Brewing Industry

We demonstrate that corporate citizenship behaviours—allactivities businesses undertake to earn and retain a licence to operate from the societies of which they want to be a member—are subject to systematic intra-industry differences. More specifically, we argue that firms residing in munificent str...

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Bibliographic Details
Published in:The journal of corporate citizenship 2003-12, Vol.12 (12), p.75-92
Main Authors: Heugens, Pursey, Lamertz, Kai, Calmet, Loïc
Format: Article
Language:English
Subjects:
Breweries
Brewing
Brewing industry
Business
Business structures
Business studies
Canada
Case studies
Citizenship
Corporate citizenship
Corporate culture
Corporate governance
Educational administration
Ethics
Evaluation
Industry
Industry analysis
Strategic behaviour
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Summary:We demonstrate that corporate citizenship behaviours—allactivities businesses undertake to earn and retain a licence to operate from the societies of which they want to be a member—are subject to systematic intra-industry differences. More specifically, we argue that firms residing in munificent strategic groups will allocate significantly more resources to citizenship activities than organisations that are members of less affluent groups. Also, we expect to find qualitative differences in terms of citizenship orientation across the groups constituting an industry, due to the impact of strategic group-specific issues to which organisations must formulate responses. We corroborate these conjectures with an empirical study of the selfreported citizenship behaviours of companies from three distinct strategic groups in the Canadian brewing industry.
ISSN:1470-5001
2051-4700