Fangfang Zhang

In recent years, many researchers have attempted to determine the mechanisms of how corporate social responsibility (CSR) brings financial benefits to a firm. However, many chief financial officers (CFOs) throughout the world are uncertain about the strategic value of CSR, and no consensus has been reached on defining how CSR creates value. Drawing on signaling theory, we explore the effects of the multidimensional construct of CSR on organizational performance by examining the relationships among CSR, corporate reputation, customer satisfaction, and organizational attractiveness from the perspectives of both customers as well as job seekers. Consistent with the European Commission's view, CSR is defined as having three components: CSR for employees, CSR for customers, and CSR for social public welfare. Data are collected through an online survey of a convenient sample of 500 individuals from different organizations in China. Results indicate that corporate reputation plays a mediating role in the relationship between CSR and customer satisfaction and that between CSR and organizational attractiveness. Further, the impact mechanisms of the three components of CSR are different. For CSR for employees, both cognitive and affective reputation work as mediators, with the former playing a bigger mediating role than the latter. For CSR for customers, only cognitive reputation works as a mediator, whereas for CSR for social public welfare, only affective reputation works as a mediator. This study's findings show that the abovementioned relationships are more complex than previous studies have revealed. These insights provide guidelines for firms to better adjust their CSR strategies to improve customer satisfaction and organizational attractiveness.

The flow of high-level talents in China is becoming more and more active and has a profound impact on the innovation and development of cities. Based on the research on the spatial distribution of the school and work stages of high-level talent in China, we study the structure and evolution of China’s high-level talent mobility network by using the data on the flow trajectory of talent among cities in China. The results show that: the spatial distribution of talents in the two stages has greater consistency, but there is a change characteristic of “large dispersion, small agglomeration.” Compared with the school stage, the network in the work stage has much more connections; the centrality gap of cities has narrowed. “Core-periphery” structure of two networks is relatively significant and similar. The core layer in the two networks has not changed, but the subcore layer and the subedge layer have undergone changes. In addition, talents mainly flow to core and subcore cities. The space structure of network is more complex in the work stage, and it is expanding to the Guangdong-Hong Kong-Macao Greater Bay Area in southeastern China.