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Journal articles on the topic 'Business and corporate strategy'

Author: Grafiati

Published: 3 June 2025

Last updated: 31 July 2025

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1

Arora, Prachi. "Incorporate Corporate Social Responsibility Strategy into Business." SIJ Transactions on Industrial, Financial & Business Management 07, no. 01 (2019): 09–16. http://dx.doi.org/10.9756/sijifbm/v7i1/0102590102.

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2

Stephen, Roulac. "Corporate Property Strategy is Integral to Corporate Business Strategy." Journal of Real Estate Research 22, no. 1-2 (2001): 129–52. http://dx.doi.org/10.1080/10835547.2001.12091062.

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3

Noviyanti, Noviyanti, and Dodie Tricahyono. "Business Ecosystem Development in Corporate Business Strategy." Journal of Multidisciplinary Academic Business Studies 1, no. 4 (2024): 609–26. http://dx.doi.org/10.35912/jomabs.v1i4.1908.

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Purpose: The objective of this research is to identify the parties involved in the agro-business ecosystem in Kabupaten Bandung and determine the factors influencing the development of strategies at PT BANDUNG DAYA SENTOSA as a Regional Government-Owned Enterprise (BUMD) operating in the Agribusiness sector. Research methodology: This study uses a business ecosystem approach to map the roles and parties involved in the agro-business ecosystem in Kabupaten Bandung. This study employed a qualitative research method with a case study design. Results: Through multi-agent-based ecosystem modeling a

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Noviyanti, Noviyanti, and Dodie Tricahyono. "Business Ecosystem Development in Corporate Business Strategy." Jurnal Bisnis dan Pemasaran Digital 4, no. 1 (2024): 41–56. https://doi.org/10.35912/jbpd.v4i1.4524.

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Purpose: The objective of this research is to identify the parties involved in the agro-business ecosystem in Kabupaten Bandung and determine the factors influencing the development of strategies at PT BANDUNG DAYA SENTOSA as a Regional Government-Owned Enterprise (BUMD) operating in the Agribusiness sector. Research methodology: This study uses a business ecosystem approach to map the roles and parties involved in the agro-business ecosystem in Kabupaten Bandung. This study employed a qualitative research method with a case study design. Results: Through multi-agent-based ecosystem modeling a

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5

Harrington, James W. "Corporate strategy, business strategy and activity location." Geoforum 16, no. 4 (1985): 349–56. http://dx.doi.org/10.1016/0016-7185(85)90042-9.

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6

Jhunjhunwala, Shital. "Intertwining CSR with strategy – the way ahead." Corporate Governance 14, no. 2 (2014): 211–19. http://dx.doi.org/10.1108/cg-03-2011-0021.

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Purpose – The purpose of this paper is to emphasize the importance and means of making corporate social responsibility (CSR) an integral part of corporate strategy with the help of case studies. Design/methodology/approach – The article explores the transformation of business from being egocentric to socially responsible. With the use of examples it demonstrates how integrating CSR into strategy can create sustainable business models. Findings – Firms need to develop a framework for integrating CSR into their business strategy for long term successful survival. Social implications – Corporates

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Bansal, Ved Prakash. "Corporate Business Strategy and its Challenges." VEETHIKA-An International Interdisciplinary Research Journal 2, no. 3 (2016): 34–38. http://dx.doi.org/10.48001/veethika.2016.02.03.004.

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Business environment and strategy faces continuous completion and impacts the business sustainability in a long-term. In a view, the business must realize the dynamic capabilities and must apply the right company strategy to survive in the global competition and achieving the desired targets. Many philosophers consider ethics to be the `science of conduct'. Philosophers have been discussing ethics for ages now, since the time of Socrates and Plato. Many ethicists consider emerging ethical beliefs to be "state of the art" legal matters, i.e., what becomes an ethical guideline today is often tra

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8

Andrews, Clinton J. "Environmental business strategy: Corporate leaders’ perceptions." Society & Natural Resources 11, no. 5 (1998): 531–40. http://dx.doi.org/10.1080/08941929809381099.

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9

Yuan, Yuan, Louise Yi Lu, Gaoliang Tian, and Yangxin Yu. "Business Strategy and Corporate Social Responsibility." Journal of Business Ethics 162, no. 2 (2018): 359–77. http://dx.doi.org/10.1007/s10551-018-3952-9.

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Dr., Martin Selvakumar Mohanan, K. Santhanalakshmi Dr., B. R. Kumar Dr., S. Shanthini, and Satish Dhoke. "ROLE OF CORPORATE BUSINESS RESPONSIBILITIES IN BUSINESS." KOREA REVIEW OF INTERNATIONAL STUDIES 16, no. 3 (2023): 25–34. https://doi.org/10.5281/zenodo.8018008.

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Abstract: Impact on society, the environment, and the economy are all aspects of "corporate responsibility," or CR. The success of a corporation is tied to its capacity to implement a successful corporate responsibility (CR) programme that yields positive results for both the firm and the community at large. This piece offers a definition of CSR and illustrates how HR can help make it a reality in the business sector. Corporate responsibility can be influenced by a number of elements and approaches, including legal and voluntary initiatives, cooperation with external organizations, a

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11

Kamyshnykova, Evelina. "INTEGRATION OF CORPORATE SOCIAL RESPONSIBILITY INTO THE CORPORATE STRATEGY." Economic Analysis, no. 27(1) (2017): 199–205. http://dx.doi.org/10.35774/econa2017.01.199.

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Introduction. The issue of strategizing corporate management approach during the implementation of the concept of corporate social responsibility (CSR) is considered in the article. The implementation of CSR concept in the enterprise’s overall strategy is one of the important areas of building mutually beneficial relationships with key stakeholder groups. Purpose. The research aims to justify a comprehensive strategic approach to CSR on the basis of the construction of integrated corporate and business strategies with a focus on the CSR principles. Method (methodology). A complex of scientific

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12

Alcivar-Soria, Evelyn Eugenia. "Corporate Social Responsibility as a Strategy for Improving Corporate Performance." Revista Científica Zambos 3, no. 2 (2024): 31–47. http://dx.doi.org/10.69484/rcz/v3/n2/16.

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How Corporate Social Responsibility (CSR) can improve business performance will be analyzed through a qualitative literature review. Relevant academic studies and sources were reviewed to explore the relationship between CSR and business performance. The findings indicate that CSR improves consumer perception and behavior, strengthening loyalty and sales. In addition, it contributes to customer loyalty and retention, increases job satisfaction and commitment, and attracts and retains talent. CSR also improves organizational climate and culture, facilitates market differentiation and fosters in

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13

Arif, Bahtiar, Ernie Tisnawati Sule, Aldrin Herwany, and Erie Febrian. "The effects of business environment and supply chain governance on business strategies and company performance." Uncertain Supply Chain Management 10, no. 1 (2022): 37–42. http://dx.doi.org/10.5267/j.uscm.2021.10.012.

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This study aims to examine the effects of the business environment and supply chain governance on business strategies and their impact on the performance of state-owned enterprises in Indonesia. Using Partial Least Square (PLS) and quantitative research, this study took state companies management and commissioners as the respondents. The study concludes that the business environment has a positive and significant effect on business strategy, and supply chain governance has a positive and significant effect on business strategy. Moreover, the results show that the business environment influence

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14

Vartholomatou, Konstantina, Konstantina Pendaraki, and Athanasios Tsagkanos. "Corporate bonds, exchange rates and business strategy." International Journal of Banking, Accounting and Finance 12, no. 2 (2021): 97. http://dx.doi.org/10.1504/ijbaaf.2021.114473.

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Vartholomatou, Konstantina, Athanasios Tsagkanos, and Konstantina Pendaraki. "Corporate bonds, exchange rates and business strategy." International Journal of Banking, Accounting and Finance 12, no. 2 (2021): 97. http://dx.doi.org/10.1504/ijbaaf.2021.10035939.

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16

Bereznoi, Aleksei. "Business Model Innovation in Corporate Competitive Strategy." Problems of Economic Transition 57, no. 8 (2015): 14–33. http://dx.doi.org/10.1080/10611991.2014.1042313.

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17

Dentchev, Nikolay A. "Corporate Social Performance as a Business Strategy." Journal of Business Ethics 55, no. 4 (2004): 395–410. http://dx.doi.org/10.1007/s10551-004-1348-5.

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18

Denisova, A. L., and A. N. Lopatnikov. "Digital transformation and corporate strategy." UPRAVLENIE / MANAGEMENT (Russia) 10, no. 2 (2022): 71–79. http://dx.doi.org/10.26425/2309-3633-2022-10-2-71-79.

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The term digital transformation has been widely discussed and extensively promoted both to and by companies in every industry to become overused. While generally accepted as a boon and often marketed as the only alternative to extinction for a firm, digital transformation remains a significant challenge for those assigned to implement it. We offer an alternative narrative digital transformation, which we argue is better described as going «more digital». The extent to which going more digital becomes transformative depends on the industry and the ability of a firm to change the business model

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19

Zhang, Haonan. "Perspectives on Sustainable Business Strategy." Academic Journal of Science and Technology 14, no. 1 (2025): 182–87. https://doi.org/10.54097/1s4x5e82.

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The article delves into the significance and intricacies of sustainability, Corporate Social Responsibility (CSR), and the Triple Bottom Line (TBL) framework in contemporary business strategies. It begins by exploring the concept of sustainability, emphasizing its three dimensions: environmental, economic, and social. The article then introduces CSR as a business obligation to pursue policies and decisions that align with social goals and values, expanding on the evolution of CSR from its initial focus on financial and legal responsibilities to include ethical and charitable considerations. Th

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Zhang, Haonan. "Perspectives on Sustainable Business Strategy." Frontiers in Business, Economics and Management 18, no. 2 (2025): 1–5. https://doi.org/10.54097/pjgv9479.

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The article delves into the significance and intricacies of sustainability, Corporate Social Responsibility (CSR), and the Triple Bottom Line (TBL) framework in contemporary business strategies. It begins by exploring the concept of sustainability, emphasizing its three dimensions: environmental, economic, and social. The article then introduces CSR as a business obligation to pursue policies and decisions that align with social goals and values, expanding on the evolution of CSR from its initial focus on financial and legal responsibilities to include ethical and charitable considerations. Th

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21

Fuchsová, Eva. "SOCIAL RESPONSIBILITY IN THE STRATEGY OF BUSINESS ENTITIES." E+M Ekonomie a Management 25, no. 3 (2022): 35–52. http://dx.doi.org/10.15240/tul/001/2022-3-003.

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Social responsibility is a common part of corporate practice and an established topic of scientific research. Foreign studies have repeatedly concluded that the consistent integration of social responsibility into corporate strategy and strategic management of all dimensions of CSR strengthen corporate growth, bring competitive advantages, and contribute to the sustainable development of society. The aim of the paper is to find out whether even in the Czech Republic business entities with a strategic concept of CSR achieve better economic results compared to those whose approach to social resp

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22

Izzo, M. Federica. "Corporate Social Strategy." Accounting in Europe 10, no. 1 (2013): 153–56. http://dx.doi.org/10.1080/17449480.2013.772723.

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23

Destiana, Nadia Stefanie, Willy Arafah, and Kusnadi. "The Influence of Social Media Strategy, Corporate Entrepreneurship and Innovation Capability on Firm Performance Mediated by Managing Business Strategy in Cosmetic Companies in Jabodetabek." International Journal of Scientific and Management Research 07, no. 02 (2024): 82–95. http://dx.doi.org/10.37502/ijsmr.2024.7208.

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The aim of the research is to analyze the influence of social media strategy, corporate entrepreneurship, innovation capability on the firm performance of cosmetic business actors mediated by managing business strategy. The research method used in this research is hypothesis testing. This research is quantitative, using a questionnaire given to 193 policy actors, owners, or leaders of cosmetics companies in the Jabodetabek area. Data analysis used SPSS and PLS.3.20 software with the Structural Equation Model (SEM) multivariate analysis method. The results of this research have a direct influen

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24

Seifzadeh, Pouya, and W. Glenn Rowe. "The role of corporate controls and business-level strategy in business unit performance." Journal of Strategy and Management 12, no. 3 (2019): 364–81. http://dx.doi.org/10.1108/jsma-10-2018-0114.

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Purpose Corporate controls are mechanisms that corporations use to ensure that the processes and/or outcomes of their business units meet corporate expectations. Challenges in measurement of corporate controls have led many researchers to operationalize them as part of the more ambiguous corporate effects construct, instead of addressing them separately. The purpose of this paper is to examine the significance of “fit” between corporate control mechanisms and business unit strategy in performance of business units. Design/methodology/approach The authors use ordinary least squares regression a

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25

Robinson, Nana. "Pengaruh Kepemimpinan Visioner, Kewirausahaan, dan Kemampuan Manajerial terhadap Implementasi Strategi Bisnis serta Dampaknya pada Kinerja Perusahaan Industri Garmen Jawa Barat." Jurnal Ilmiah Manajemen Kontigensi 5, no. 1 (2017): 1–13. https://doi.org/10.5281/zenodo.3375329.

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<em>The aim of this research is to know, review and analyze: (1) Visionary Leadership, Entrepreneurship, Managerial Capability, Business Strategy Implementation, and Corporate Performance, (2) The influence of Visionary Leadership, Entrepreneurship, and Managerial Capability toward Business Strategy Implementation, (3) The influence of Business Strategy Implementation to Corporate Performance.</em> <em>Research method which used is descriptive and verificative, technique sampling used is proportionate cluster random sampling with sample size is 88 respondents. Data analysis method used is path

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26

Urinov Bobur Nasilloyevich. "CORPORATE STRATEGY VS STRATEGIC MANAGEMENT." International Journal of Economics and Innovative Technologies 12, no. 3 (2024): 66–72. http://dx.doi.org/10.55439/eit/vol12_iss3/i7.

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The concepts of corporate strategy and strategic management are often used interchangeably, but they represent distinct yet interconnected aspects of an organization's approach to achieving long-term success. This paper explores the nuances between corporate strategy and strategic management, highlighting their unique roles, objectives, and practical applications within the context of modern business.

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27

Wadström, Pontus. "Aligning corporate and business strategy: managing the balance." Journal of Business Strategy 40, no. 4 (2019): 44–52. http://dx.doi.org/10.1108/jbs-06-2018-0099.

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Purpose This study aims to expand the knowledge on strategy and alignment by exploring how executives and strategists can manage alignment between corporate and business strategy to leverage synergies, from a corporate strategy perspective, without limiting local responsiveness, from a business strategy perspective. Design/methodology/approach The study is characterized by privileged access and richness of data. A case study design was used to explore the results. Data include interviews, observations in workshops, material produced in workshops and personal field notes. Findings The study pro

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28

Life, E. Andrew. "Strategy: Corporate Leadership." Journal of General Management 12, no. 2 (1986): 72–91. http://dx.doi.org/10.1177/030630708601200206.

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29

Samad, Sarminah. "Mediating effect of competitive advantage on the relationship between corporate strategy and business performance." International Journal of Engineering & Technology 7, no. 2.10 (2018): 58. http://dx.doi.org/10.14419/ijet.v7i2.10.10955.

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This study examined the effect of competitive advantage on the relationship between corporate strategy and business performance. It also examined the effect of corporate strategy and competitive advantage on business performance. A total of 222 hotel managers participated in this study based on self-administered questionnaires. Smart Partial Least Squares (PLS) analysis was employed to analyze the obtained data. The study revealed that corporate strategy has a positive and significant effect on business performance and competitive advantage. Competitive advantage was also found to have a posit

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Galpin, Timothy. "Strategy beyond the business unit level: corporate parenting in focus." Journal of Business Strategy 40, no. 3 (2019): 43–51. http://dx.doi.org/10.1108/jbs-01-2018-0011.

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Purpose The gap between management theory and practice has been much criticized. To help bridge the divide, a synthesis of empirical, theoretical and practice literature is offered, along with an application of the widely used VRIO framework, to contend that developing a focused corporate parenting approach as a core competence serves as a source of competitive advantage for diversified companies. Design/methodology/approach A synthesis of empirical, theoretical and practice literature is presented, beginning with a discussion of why and how firms diversify; the relative performance of firms t

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McManus, Tom. "The business strategy/corporate social responsibility “mash‐up”." Journal of Management Development 27, no. 10 (2008): 1066–85. http://dx.doi.org/10.1108/02621710810916312.

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PurposeThe purpose of this paper is to explore the “mash‐up” of business strategy and corporate social responsibility (CSR). In popular music, a mash‐up is a file of digitally combined musical sources. Song A is played simultaneously with Song B, and in various other combinations. There are often elements of dissonance, and even cacophony, to the form – but the sum of the parts often surpasses the originals. CSR is a management innovation like the idea of business strategy itself. Each is also a metaphor representing alternative visions and approaches to corporate value creation. Business stra

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32

Wang, Runyu. "The Corporate Strategy Study of NIO Company." Advances in Economics, Management and Political Sciences 11, no. 1 (2023): 46–52. http://dx.doi.org/10.54254/2754-1169/11/20230505.

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A growing need for investment and transactions in the new energy vehicle business has been seen in recent years due to the industry's quick expansion. China's national policies also strongly support the development of new energy vehicles. Take NIO as a case; NIO is a global new energy vehicle company founded in 2014. At present, it is also a leading automobile brand in China. This article will estimate the cash flow of NIO for several years and give the cash flow forecast of NIO through the DCF valuation model. Finally, the business and technology of NIO will be analyzed from different stages

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33

Abdelwahed, Nadia Abdelhamid Abdelmegeed, Amanullah Channa, Mohammed A. Al Doghan, and Bahadur Ali Soomro. "Anticipating corporate strategy and performance through digital platforms and technology innovation in a developing economy." Corporate and Business Strategy Review 6, no. 1 (2024): 8–18. https://doi.org/10.22495/cbsrv6i1art1.

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In the present business environment, digital platform integration and technological innovation are pivotal in bolstering corporate strategy and performance for businesses. The present study investigates the roles of digital platforms and technology innovation in developing corporate strategy and performance. The study is quantitative, following Yoshikuni (2022) and Liu et al. (2023), and used 342 cases collected from Egyptian business executives by applying a survey questionnaire. Employing path analysis through AMOS software, the findings demonstrated a positive impact of digital platform int

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Kherchi, Ishak, Fellague Mohamed, and Haddou Samira Ahlem. "Can Corporate Social Strategy Create Shared Value Toward Creative Business? “Volvo Social Strategy Model”." ECONOMICS 7, no. 2 (2019): 109–24. http://dx.doi.org/10.2478/eoik-2019-0016.

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Abstract Purpose: This paper aims to provide corporate social strategies as an entrance to create shared value, in addition to that we aims to provide a theoretical and practical contributions that ground understanding the concept of creating shared value. Design/methodology/approach: The authors analyze a single case study of Volvo corporation. The objective is to evaluate whether the corporate social strategies can yields to a shared value creation. Findings: We found that corporate social strategies followed by Volvo Corporation yields to a shared value creation. Research limitations/implic

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Goodman, Michael B. "Introduction to the special issue: corporate communication – transformation of strategy." Journal of Business Strategy 40, no. 6 (2019): 3–8. http://dx.doi.org/10.1108/jbs-07-2019-0149.

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Purpose The contemporary business environment for public companies is much more multinational and multicultural than at any previous time. It is now driven by complex economic, political, technological and demographic forces such as these six: multipolarity eclipses globalization; the internet of things; corporate business model; uncertainty; privacy, big data and alternative data; and shifting demographics. The communication function has been central to this transformation. Design/methodology/approach The corporate communication international (CCI) studies have revealed three periods of trans

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Ishak, Riza, and Rizky Ardhiadi. "CORPORATE BUSINESSES STRATEGY OF SINGLE CUSTOMER." Jurnal Riset Bisnis dan Manajemen 17, no. 2 (2024): 39–48. http://dx.doi.org/10.23969/jrbm.v17i2.14152.

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Model company relationship management most important,to improve the production system related to planning and delivery, online production information system, for internal and customers increase the number of sales from the previous year. Increase production capacity, quality of production machinery, and capital for financial rating. The conclusion that the strategy carried out is with the worst scenario, because it does not guarantee that a business will be sustainable, because even though single consumer. The novelty in article, most of approach riset strategy company have face more customer,

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Reinhardt, F. L., and R. N. Stavins. "Corporate social responsibility, business strategy, and the environment." Oxford Review of Economic Policy 26, no. 2 (2010): 164–81. http://dx.doi.org/10.1093/oxrep/grq008.

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Macfarlane, Bruce, and Andrew Perkins. "Reconceptualising corporate strategy in business and management education." Education + Training 41, no. 1 (1999): 20–26. http://dx.doi.org/10.1108/00400919910255906.

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Murthy, Vikram P. "Integrating corporate sustainability and strategy for business performance." World Journal of Entrepreneurship, Management and Sustainable Development 8, no. 1 (2012): 5–17. http://dx.doi.org/10.1108/20425961211221598.

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Ingram, Jack. "Corporate identity: making business strategy visible through design." Design Studies 12, no. 2 (1991): 118–19. http://dx.doi.org/10.1016/0142-694x(91)90056-3.

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Kumar, Santosh. "Corporate Social Responsibility As a Business Strategy (With Special Reference to India)." Journal of Advances and Scholarly Researches in Allied Education 15, no. 9 (2018): 77–80. http://dx.doi.org/10.29070/15/57920.

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Wong, Veronica, and John Saunders. "Business orientations and corporate success." Journal of Strategic Marketing 1, no. 1 (1993): 20–40. http://dx.doi.org/10.1080/09652549300000003.

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Van Rijn, J. A. Lens. "Cellular Strategy Development: Corporate Strategy in the Era of Business Units." Journal of General Management 19, no. 2 (1993): 64–77. http://dx.doi.org/10.1177/030630709301900205.

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Azzikra, Fikra Terisha, Jessica, Putri Sahara, and Senly. "BUSINESS LEVEL STRATEGY & DIVERSIFICATION ANALYSIS at MCDONALD'S." International Journal Multidisciplinary Science 2, no. 2 (2023): 1–4. http://dx.doi.org/10.56127/ijml.v2i2.673.

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In the business world, there is a hierarchy of strategies that empower organizations to achieve organizational goals more effectively and efficiently, namely Business Level Strategy and Corporate Level Strategy. The purpose of this study is to discuss how McDonalds implements these two strategies to achieve organizational goals and gain competitive advantage. In this study, a qualitative approach was used. By implementing a Business Level Strategy by choosing the Integrated Cost Leadership Differentiation method and in the Corporate Level Strategy strategy by choosing a diversification method,

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Kung, Kao-Hui, Wei-Hsi Hung, Chuan-Chun Wu, and Chun-Chia Liao. "Linking Web Design Strategy with Business Strategy." International Journal of Web Portals 6, no. 3 (2014): 1–14. http://dx.doi.org/10.4018/ijwp.2014070101.

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Given the modern trend toward the Internet, firms can now use web sites to achieve marketing and advertising effectiveness for their businesses. This usage creates a new model of marketing strategy. Experts in the field have indicated that links between marketing and competitive strategies are critical to organisational performance and business success. However, empirical studies conducted in various countries have shown that the web designs are misaligned with organizational strategic objectives. In this study, the authors view web sites as marketing applications, and investigate how corporat

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Talekar, P. R. "'SARTHAK'– end to end skill solution model: A Study of CSR Initiatives with special reference to Skill Development Programs undertaken for Rural Areas of Rajasthan." International Journal of Advance and Applied Research 5, no. 17 (2024): 129–33. https://doi.org/10.5281/zenodo.12179104.

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The Corporate Social Responsibility (CSR) Function has emerged and characterized as a sustainable business strategy and the society as a key stakeholder for any business scenario. In India this has been a journey of transformation from Charity (philanthropic) to trusteeship, social accountability and finally moving as a Sustainable Business Strategy where in Stakeholder focused approach is adopted. Skill Building is the National Agenda for overall socio-economic growth of India and the corporates can play vital role in this journey as corporates also need to create sustainable solutions for so

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Nkwinika, Sthembiso Eugine Rodney, and Lawrence O. Obokoh. "Business Skills, Corporate Governance, and Competitiveness of Small Businesses in South Africa." International Review of Management and Marketing 15, no. 1 (2024): 159–67. https://doi.org/10.32479/irmm.17064.

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This study investigates the relationship between small business competitiveness, business skills, and corporate governance in South Africa. Business skills deficiency hinders the competitiveness of SMMEs in South African manufacturing. The SMME sector continues to operate in a highly unpredictable market due to the skills gap; this significantly affects small businesses’ competitiveness. The high failure rate of small businesses in South Africa is partly attributed to the skills gap and poor corporate governance practices. Resources need to be adequately managed in small businesses, contributi

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Kim, Woo Young. "The Relation between Business Strategy and Sustainable Tax Strategies." Academic Society of Global Business Administration 19, no. 4 (2022): 111–33. http://dx.doi.org/10.38115/asgba.2022.19.4.111.

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This study examines the relationship between business strategy and sustainable tax strategies under the assumption that net income in the income statement according to business strategy will affect the tax burden, and verifies the effect of earnings management on this relationship. The empirical analysis results are as follows. First, as a result of examining the relationship between these corporate strategies and sustainable tax strategies(Minton et al. 2002), it was found that defender firms have higher sustainable tax strategies than prospector firms. Second, as a result of analyzing

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Salzmann, Oliver, Aileen Ionescu-somers, and Ulrich Steger. "The Business Case for Corporate Sustainability:." European Management Journal 23, no. 1 (2005): 27–36. http://dx.doi.org/10.1016/j.emj.2004.12.007.

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Lombardo, Barbara. "Corporate philanthropy: Gift or business transaction?" Nonprofit Management and Leadership 5, no. 3 (1995): 291–301. http://dx.doi.org/10.1002/nml.4130050307.

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