Article -> Article Details
| Title | Data Access Restrictions Reduce Diversity in Scientific Research |
|---|---|
| Category | Education --> Colleges |
| Meta Keywords | Data Access Restrictions Reduce Diversity in Scientific Research |
| Owner | john mathew |
| Description | |
| Prof. Ross Levine’s new working paper is the first study of how an increase in competition affects the way companies respond to corporate social responsibility activities. You might think, when faced with increased competition, companies would pull back from investments in employee safety training, environmental protections, and their local communities. The very activities that show them to be good corporate citizens, but not directly contribute to their financial returns. But an analysis of companies found the opposite to be true. With an increase in competition, companies increased their corporate social responsibility or CSR activities as a strategy to build loyalty and trust.Prof. Ross Levine’s new working paper is the first study of how an increase in competition affects the way companies respond to corporate social responsibility activities. You might think, when faced with increased competition, companies would pull back from investments in employee safety training, environmental protections, and their local communities. The very activities that show them to be good corporate citizens, but not directly contribute to their financial returns. But an analysis of companies found the opposite to be true. With an increase in competition, companies increased their corporate social responsibility or CSR activities as a strategy to build loyalty and trust.Prof. Ross Levine’s new working paper is the first study of how an increase in competition affects the way companies respond to corporate social responsibility activities. You might think, when faced with increased competition, companies would pull back from investments in employee safety training, environmental protections, and their local communities. The very activities that show them to be good corporate citizens, but not directly contribute to their financial returns. But an analysis of companies found the opposite to be true. With an increase in competition, companies increased their corporate social responsibility or CSR activities as a strategy to build loyalty and trust.Prof. Ross Levine’s new working paper is the first study of how an increase in competition affects the way companies respond to corporate social responsibility activities. You might think, when faced with increased competition, companies would pull back from investments in employee safety training, environmental protections, and their local communities. The very activities that show them to be good corporate citizens, but not directly contribute to their financial returns. But an analysis of companies found the opposite to be true. With an increase in competition, companies increased their corporate social responsibility or CSR activities as a strategy to build loyalty and trust.Prof. Ross Levine’s new working paper is the first study of how an increase in competition affects the way companies respond to corporate social responsibility activities. You might think, when faced with increased competition, companies would pull back from investments in employee safety training, environmental protections, and their local communities. The very activities that show them to be good corporate citizens, but not directly contribute to their financial returns. But an analysis of companies found the opposite to be true. With an increase in competition, companies increased their corporate social responsibility or CSR activities as a strategy to build loyalty and trust.Prof. Ross Levine’s new working paper is the first study of how an increase in competition affects the way companies respond to corporate social responsibility activities. You might think, when faced with increased competition, companies would pull back from investments in employee safety training, environmental protections, and their local communities. The very activities that show them to be good corporate citizens, but not directly contribute to their financial returns. But an analysis of companies found the opposite to be true. With an increase in competition, companies increased their corporate social responsibility or CSR activities as a strategy to build loyalty and trust.Prof. Ross Levine’s new working paper is the first study of how an increase in competition affects the way companies respond to corporate social responsibility activities. You might think, when faced with increased competition, companies would pull back from investments in employee safety training, environmental protections, and their local communities. The very activities that show them to be good corporate citizens, but not directly contribute to their financial returns. But an analysis of companies found the opposite to be true. With an increase in competition, companies increased their corporate social responsibility or CSR activities as a strategy to build loyalty and trust. | |