Abstract

Corporate social responsibility (CSR) is more and more important in the supply chain. Drawing from the stakeholder theory and channel relational reciprocity literature, we develop and empirically support a theoretical framework. Our framework predicts that CSR reciprocity between buyer and seller firms in a supply chain affects channel tie intensity and channel sales performance (main effects) and that market competition may amplify these influences (moderated effects). The framework reveals important implications regarding the role of reciprocal CSR for channel relationship management