{"created":"2025-02-03T05:30:33.945516+00:00","id":2005974,"links":{},"metadata":{"_buckets":{"deposit":"fc0793fa-830d-476c-bc89-218b911fc87b"},"_deposit":{"created_by":83,"id":"2005974","owner":"83","owners":[83],"pid":{"revision_id":0,"type":"depid","value":"2005974"},"status":"published"},"_oai":{"id":"oai:nara-wu.repo.nii.ac.jp:02005974","sets":["1708506446917:1708568814153:1708568841932"]},"author_link":[],"item_10001_biblio_info_7":{"attribute_name":"書誌情報","attribute_value_mlt":[{"bibliographicIssueDates":{"bibliographicIssueDate":"2023","bibliographicIssueDateType":"Issued"},"bibliographicVolumeNumber":"23-E-030","bibliographic_titles":[{"bibliographic_title":"RIETI Discussion Paper","bibliographic_titleLang":"en"}]}]},"item_10001_description_5":{"attribute_name":"抄録","attribute_value_mlt":[{"subitem_description":"This study examines the relationship between organizational architectures of corporate social responsibility (CSR) and corporate performance (“strategic CSR theory”), using survey and financial data from Japanese listed companies. Specifically, this study highlights the establishment of departments and executives dedicated to CSR activities, and their interactions with various performance indicators, including profitability, value, and productivity. Our empirical results are dependent not only on the variances in such organizational architectures but also on performance indicators, industrial classifications, and time lags since their inception. The main finding is that strategic CSR theory is only partially supported. However, even when departments and executives are not related or negatively related to corporate performance in the short term (1–2 years), they may have positive relationships in the medium term (3–4 years). Thus, although the results of this study cannot be interpreted as a strict causal relationship, they do provide useful implications for the organizational architectures of companies that engage in CSR activities.","subitem_description_language":"en","subitem_description_type":"Abstract"},{"subitem_description":"本研究は、金融データとマッチした日本の上場企業に対するサーベイデータを基に、企業の社会的責任（CSR）に関する組織アーキテクチャと企業パフォーマンスの関係（「戦略的CSR理論」）を分析したものである。特に本研究では、CSR活動に関与する部門と役員の設置、また両者の相互作用が、利益率、企業価値、生産性といった企業パフォーマンスとどのような関係にあるかに焦点を当てている。この研究の実証結果は、上述の組織アーキテクチャの違いだけではなく、企業パフォーマンス指標、産業分類、組織アーキテクチャの設置からのタイムラグの違いにも依存する。主な発見として、戦略的CSR理論は部分的にしか支持されない点が挙げられる。しかしながら、CSRに関する部門や役員が短期（1—2年）で企業パフォーマンスと無関係か負の関係にある場合でさえも、中期（3—4年）で見れば正の関係になることがある。このように、これら結果を厳密な因果関係と解釈することは困難であるが、本研究で提示された実証結果は、CSR活動に従事する企業の組織アーキテクチャの強化について、有益な含意を与えるものである。","subitem_description_language":"ja","subitem_description_type":"Abstract"}]},"item_10001_publisher_8":{"attribute_name":"出版者","attribute_value_mlt":[{"subitem_publisher":"独立行政法人経済産業研究所","subitem_publisher_language":"ja"},{"subitem_publisher":"The Research Institute of Economy, Trade and Industry","subitem_publisher_language":"en"}]},"item_access_right":{"attribute_name":"アクセス権","attribute_value_mlt":[{"subitem_access_right":"metadata only access","subitem_access_right_uri":"http://purl.org/coar/access_right/c_14cb"}]},"item_creator":{"attribute_name":"著者","attribute_type":"creator","attribute_value_mlt":[{"creatorNames":[{"creatorName":"安橋 正人","creatorNameLang":"ja"},{"creatorName":"あんばし まさひと","creatorNameLang":"ja-Kana"},{"creatorName":"Masahito Ambashi","creatorNameLang":"en"}],"nameIdentifiers":[{"nameIdentifier":"1000070885540","nameIdentifierScheme":"KAKEN2","nameIdentifierURI":"https://nrid.nii.ac.jp/nrid/1000070885540"}]}]},"item_files":{"attribute_name":"ファイル情報","attribute_type":"file","attribute_value_mlt":[{"accessrole":"open_access","date":[{"dateValue":"2025-02-03"}],"fileDate":[{"fileDateType":"Available","fileDateValue":"2025-02-03"}],"url":{"objectType":"fulltext","url":"https://www.rieti.go.jp/jp/publications/summary/23040011.html"}}]},"item_keyword":{"attribute_name":"キーワード","attribute_value_mlt":[{"subitem_subject":"Corporate Social Responsibility (CSR)","subitem_subject_language":"en","subitem_subject_scheme":"Other"},{"subitem_subject":"Strategic CSR Theory","subitem_subject_language":"en","subitem_subject_scheme":"Other"},{"subitem_subject":"Organizational  Architectures","subitem_subject_language":"en","subitem_subject_scheme":"Other"},{"subitem_subject":"Corporate Performance","subitem_subject_language":"en","subitem_subject_scheme":"Other"}]},"item_language":{"attribute_name":"言語","attribute_value_mlt":[{"subitem_language":"eng"}]},"item_resource_type":{"attribute_name":"資源タイプ","attribute_value_mlt":[{"resourcetype":"journal article","resourceuri":"http://purl.org/coar/resource_type/c_6501"}]},"item_title":"How are Organizational Architectures of Corporate Social Responsibility Related to Corporate Performance? The case of Japanese listed companies","item_titles":{"attribute_name":"タイトル","attribute_value_mlt":[{"subitem_title":"How are Organizational Architectures of Corporate Social Responsibility Related to Corporate Performance? The case of Japanese listed companies","subitem_title_language":"en"}]},"item_type_id":"10001","owner":"83","path":["1708568841932"],"publish_date":"2025-02-03","publish_status":"0","recid":"2005974","relation_version_is_last":true,"title":["How are Organizational Architectures of Corporate Social Responsibility Related to Corporate Performance? The case of Japanese listed companies"],"weko_creator_id":"83","weko_shared_id":-1},"updated":"2025-02-03T05:31:43.828379+00:00"}