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This study focuses on China’s institutional environment and uses an institutional isomorphism framework derived from institutional theory to scrutinize the drivers behind corporate environmental, social responsibility, and corporate governance (ESG) peer behavior and its implications for firm value.
Ayuda Buscar en la ayuda Buscar en la ayuda Forced or willing: A study of corporate ESG peer effects and value from the perspective of institutional isomorphism Canjun Chen [1] ; Lelin Lv [2] ; Changxin Xu [3] [1] University of Posts and Telecommunications, Nanjing, China [2] Jinling Institute of Technology, Nanjing, China [3] Hohai University, Nanjing, China Localización: Business Research Quarterly, ISSN 2340-9444, ISSN-e 2340-9436, Vol. 29, Nº. 1, 2026, págs.
Conflicts of Interest The authors declare no conflicts of interest. Supporting Information Filename Description beer70004-sup-0001-DataS1.zipZip archive, 82.8 KB Data S1. References , and . 2014. “Greenwashing: The Darker Side of CSR.” Indian Journal of Applied Research 4, no. 3: 61–66. https://doi.org/10.15373/2249555X/MAR2014/20. , , , and . 2007. “Putting the S Back in Corporate Social Responsibility: A Multilevel Theory of Social Change in Organizations.” Academy of Management Review 32, no.
In recent years, China’s urbanization process has been accelerating, resulting in strong demand for infrastructure construction (Wu et al. Citation2023; Zeng et al. Citation2019). Against this backdrop, the government has increased its investment in key sectors such as transportation, energy, water resources, and environmental protection, aiming to promote economic development and social progress (Du, Zhang, and Han Citation2022; Sun and Zhou Citation2019; Zhou, Raza, and Sui Citation2021).
1. Introduction The construction of infrastructure projects acts as a significant engine for global economic development, with the scale and sophistication of such construction projects being a crucial element of a nation’s core competitiveness [1,2]. Infrastructure projects often face various crises, disasters, and risks in the process of project implementation and operation [3,4].
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