| Summary: | 碩士 === 國立中興大學 === 企業管理學系所 === 106 === In such a fast-changing and fiercely competitive market, how could the firms respond to the crises when they are involved in Corporate Social Irresponsibility (CSI)? This study seeks to explore the firms’ responses from competitive dynamics perspective, instead of the framework of financial performance analysis in quantitative perspective, which is more commonly to be adopted in previous researches. This study adopts the Case Survey Method to analyze six food safety scandal incidents in Taiwan and six food-related industries firms. The study used “firms-cases-responses” as the analysis unit, and conducted a survey on both customers and food-related industries firms, including 150 questionnaires, for further analysis.
This study seeks to explore the firms’ response frequency, response methods and response visibility on firm performance when a CSI breaks out, based on competitive dynamics perspective and relational competition perspective as well. We further investigate the cognitive differences between customers and food-related industries firms. This results shows that (1) there was a significant relationship between firm response frequency and firm performance; (2) when a CSI breaks out, the firm response frequency and financial performance was a contagion effect; customer satisfaction was a competitive effect; and (3) the actual practice of firms on coping with CSI has cognitive differences between customers and food-related industries firms; (4) response visibility is highly correlated with customer satisfaction.
In conclusion, this study extends the theory of competitive dynamics to more research-oriented discussions to fill the gaps of previous researches. In addition, this study also provides practical aspects of strategic directions and management implications for firms, which encourages the firms in food-related industries to develop strategies from different perspectives.
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