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ArticlePeer ReviewedOpen AccessPlagiarism Passed
Paper ID:IJSREM64205

The Social Responsibility Effect: How Organizational Espoused Values Shape Performance

Stream/Area:

-

Subject:

-

Paper ID:

IJSREM64205

Volume:

10 |

5 |

May 2026

Pages:

1-11

Publication Frequency:

Monthly (12 issues per year)

DOI
Digital Object Identifier
10.55041/IJSREM64205

License:International Journal of Scientific Research in Engineering and Management follows the Creative Commons Attribution 4.0 (CC BY 4.0) License, allowing free use and distribution with proper attribution.

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Authors

SC

Sunita Choudhary

University School of Financial Studies

Guru Nanak Dev University

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MC

Mansi Choudhary

University School of Financial Studies

Guru Nanak Dev University

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Abstract

Purpose This paper aims to investigate the impact of incorporating social responsibility-related values into an organization's espoused values on firm performance. Design/methodology/approach The present research is based on S&P BSE 100 Indian Companies. The study covers seven years, from 2017-18 to 2023-24. The relationship between social responsibility-related values and firm performance, along with control variables, has been explored using the GLS method. Findings The findings reveal that the presence of social responsibility-related values in an organization’s espoused values has a positive and significant impact on firm performance. Practical implications The research contributes to the existing literature on organizational espoused values, social responsibility, and firm performance. The findings enable management to proactively steer their organizations towards higher profitability by incorporating socially and ethically relevant values into strategic statements such as organizational espoused values. Originality/value To the best of the author’s knowledge, the present research is novel in its investigation of the impact of social responsibility-related values on financial performance in an emerging setting.

KEYWORDS

Social Responsibility Espoused Values Organizational Values Firm Performance GLS Method

Cite This Article

Sunita Choudhary, Mansi Choudhary, "The Social Responsibility Effect: How Organizational Espoused Values Shape Performance," International Journal of Scientific Research in Engineering and Management, vol. 10, no. 5, pp. 1-11, May 2026. https://doi.org/10.55041/IJSREM64205

Full Article/Conclusion

The primary objective of every business is to enhance its performance, and the disclosure of organizational values plays a crucial role in achieving this objective. The present research emphasizes the significance of organizational espoused values and social responsibility in business strategies and practices. Since corporate ethics and values emerge from social settings within the context of corporate culture and management interaction processes, the practical application of these ethics and values in day-to-day business operations requires more strategic clarification for executives and managers in organizational terms. The empirical findings of this study point out that the espousal of organizational values in corporate documents has improved significantly over the years in BSE 100 Indian companies. However, despite the recognized urgency to integrate social responsibility and sustainability into business strategies, their communication through espoused values is still limited to only 29%. The empirical results demonstrate that incorporating social responsibility-related values into an organization's espoused values can enhance its performance. Thus, based on empirical findings, the research suggests that embracing and promoting socially responsible values in strategic statements, such as values statements, would contribute to the betterment of society and play a critical role in driving improved financial performance.

References

Anser, M.K., Yousaf, Z., Majid, A. & Yasir, M., (2020). Does corporate social responsibility commitment and participation predict environmental and social performance? Corporate Social Responsibility and Environmental Management, Vol. 27 No. 6, pp.2578–2587. Barchiesi, M.A. & La Bella, A., (2014). An Analysis of the Organizational Core Values of the World’s Most Admired Companies. Knowledge and Process Management, Vol. 21 No. 3, pp.159–166. Batstone, D., (2003). Saving the Corporate Soul & (Who Knows) Maybe Your Own. San. Bourne, H., Jenkins, M. & Parry, E., (2019). Mapping Espoused Organizational Values. Journal of Business Ethics, Vol. 159 No. 1, pp.133–148. Bourne, R.H.L. & Jenkins, M., (2008). Values in Organizations. Academy of Management Conference. Brown, T.J., Dacin, P.A., Pratt, M.G. & Whetten, D.A., (2006). Identity, intended image, construed image, and reputation: An interdisciplinary framework and suggested terminology. Journal of the Academy of Marketing Science, Vol. 34 No. 2, pp.99–106. Buallay, A., (2019). Is sustainability reporting (ESG) associated with performance? Evidence from the European banking sector. Management of Environmental Quality, Vol. 30 No. 1, pp.98–115. Carballo, R.E., (2023). Purpose-driven transformation: A holistic organization design framework for integrating societal goals into companies. Journal of Organization Design, Vol. 12 No. 4, pp.195–215. Collins, J C and Porras, J I (1996). “Building Your Company’s Vision,” Harvard Business Review, Vol. 74 No. 5, pp.65-77. Daly, J.P., Pouder, R.W. & Kabanoff, B., (2004). The effects of initial differences in firms’ espoused values on their postmerger performance. The Journal of Applied Behavioral Science, Vol. 40 No. 3, pp.323–343. D'Anselmi, P., (2011). Values and stakeholders in an era of social responsibility: Cut-throat competition?. Springer. De Medeiros, O.R. & Da Silveira, M.L., (2007). Corporate Values and Stock Performance of Latin American Banks. SSRN Electronic Journal.

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Publication Date

5/28/2026

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Review Rounds: 2

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