Commenced in January 2007
Frequency: Monthly
Edition: International
Paper Count: 31105
An Empirical Study of Taiwan-s Hospital Foundation Investment in Corporate Social Responsibility and Financial Performance

Authors: Hsiu-Pi Lin, Wen-Chen Huang, Hui-Fang Chen, Yan-Pin Ke


Corporate Social Responsibility (CSR) has become a new trend of business governance. Few research studies on CSR published in Taiwanese academia, especially for medical settings, we were interested in probing the relationship of CSR and financial performance in medical settings in Taiwan. The results illustrate that: (1) a time delay effect exists with a lag between CSR effort and its performance in the hospital foundation, (2) input into the internal domains of CSR will be helpful to improve employee productivity in the hospital foundation, and (3) input into the external domains of CSR will be helpful in improving financial performance in the hospital foundation. This study overviews CSR in the medical industry in Taiwan and the relationship of CSR and financial performance. Discussions of possible implications from the study results are applied to consult the CSR concept that will be transferred into a business strategy for the organization manager.

Keywords: corporate social responsibility (CSR), financialperformance, hospital foundation

Digital Object Identifier (DOI):

Procedia APA BibTeX Chicago EndNote Harvard JSON MLA RIS XML ISO 690 PDF Downloads 1619


[1] M. Drumwright, "Socially responsible organizational buying: environmental concern as a non-economic buying criterion," Journal of Marketing, vol.58, no.3, pp.1-19, 1994.
[2] I. Maignan, and O.C. Ferrell, "Antecedents and benefits of corporate citizenship: an investigation of French businesses," Journal of Business Research, vol.51, no.1, pp.37-51, 2001.
[3] T. M. Jones, "Instrumental Stakeholder Theory: A Synthesis of Ethics and Economics," Academy of Management Review, vol.20, no.2, pp. 404-437, 1995.
[4] A. B. Carroll, "A three-dimensional conceptual model of corporate performance," Academy of Management Journal, vol.4, no.4, pp.497-505, 1979.
[5] A. B. Carroll, "The Pyramid of Corporate Social Responsibility: Toward the Moral Management of Organizational Stakeholders," Business Horizons, vol.34, no.4, 1991.
[6] A. I. Nabil, P. A. John, and P. H. Donald, "The Corporate Social Responsiveness Orientation of Hospital Directors: Does Occupational Background Make a Difference," Health Care Management Review, vol.25, no.2, pp.85-92, spring, 2000.
[7] Liebowitz. "Knowledge Management Handbook," New York: CRC Press LLC. 1999.
[8] H. Stuart, "Employee identification with the corporate identity," International Studies of Management and Organization, vol.32, no. 3, pp.28-44, 2002.
[9] C. B. Bhattacharya, S. Sen, and D. Korschun, "Using corporate social responsibility to win the war for talent,"MIT Solan Management Review, vol.49, no.2, pp. 36-44, 2008.
[10] M. J. Montero, R.A. Araque, and J. M. Rey, "Occupational health and safety in the framework of corporate social responsibility". Safety Science, vol.47, pp.1440-1445, 2009.
[11] M. Orlitzky, F. L. Schmidt, and S. L. Rynes," Corporate social and financial performance: a meta-analysis." Organization Studies, vol.24, pp.403-441, 2003.
[12] E.H. Bowman, and M. A. Haire, "Strategic Posture Toward Corporate Social Responsibility," California Management Review, vol.18, no.2, pp.49-58, 1975.
[13] M. V. Russo, and A. F. Paul,"A resource-based perspective on corporate environmental and profit ability," Academy of Management Journal, vol.40, no.3, pp.534-559. 1997.
[14] S. McGuire, and Schneeweis, "Corporate Social Responsibility and Firm Financial Performance, "Academy of Management Journal, vol.31, pp. 854-872,1988.
[15] C. Molinari, L. Morlock, J.A. Alexander, and C.A. Lyles, "Hospital Board Effectiveness: Relationships Between Governing Board Composition and Hospital Financial Viability," Health Services Research, vol.28, pp.357-370, 1993.
[16] J. M. Handelman, and S. J. Arnold, "The role of marketing actions with asocial dimension: appeals to thein stitutional environment," Journal of Marketing, vol.63, no.3, pp. 33-48, 1999.
[17] Sen, Sankar, and C. B. Bhattacharya, "Does Doing Good Always Lead to Doing Better? Consumer Reactions to Corporate Social Responsibility," Journal of Marketing Research, vol.38, no.3, pp.225-243, 2001.
[18] W.G. Simpson, and T. Kohers, "The Link Between Corporate Social and Financial Performance: Evidence from the Banking Industry," Journal of Business Ethics, vol.35, 2002.
[19] R. M. Roman, H. Sefa, and R. A. Bradley, "The relationship between social and financial performance: repainting a portrait," Business and society, vol.38, no.1, pp.109-124, 1999.
[20] S. Bert, "A note on the interaction between corporate social responsibility and financial performance," Ecological Economics, vol.68, pp.46-55, 2008.
[21] Reason, "Rethinking the social responsibility of business," Reason: free minds and free markets. pp. 29-37, October, 2005.
[22] R.E. Freeman, "Strategic management: a stakeholder approach". Boston, Mass.: Pitman/Ballinger, 1984.
[23] M.E. Porter, C. Van der Linde, "Green and competitive: ending the stalemate," Harvard Business Review , vol.73, no.5, pp.120-134,1995.
[24] A.M. Adam, and T. Shavit, "How Can a Ratings-based Method for Assessing Corporate Social Responsibility (CSR) Provide an Incentive to Firms Excluded from Socially Responsible Investment Indices to Invest in CSR?" Journal of Business Ethics, vol. 82, no.4, pp.899-905, 2007.
[25] L.E. Preston, and D.P. O'Bannon, "The corporate social-financial performance relationship: A typology and analysis," Business and Society, vol.36, pp.419-429, 1997.