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Abstract Drawing upon dyadic panel data of supplier-state-owned enterprise (SOE) customer relationships among Chinese A-share listed companies from 2010~2021, the study explores how SOEs drive their suppliers to fulfill social responsibilities toward multiple stakeholders. It finds that SOEs can promote their supplies to balance economic and social responsibilities, with a stronger driving effect on suppliers with higher geographical proximity. After testing endogeneity and robustness through multiple methods, the above conclusions remain valid. Further analysis reveals that the mechanisms through which SOEs drive suppliers’ social responsibility are their own demonstration level and information sharing and dissemination enabled by top management ties. Heterogeneity tests indicate that the particularities of SOEs in terms of property rights and macro policy orientation lead to heterogeneity in their driving effect; in addition, suppliers’ dependence on SOE customers, suppliers’ political connections, the administrative level of SOE customers, and regional development level can all influence the driving effect of SOEs.
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Received: 13 August 2024
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