Abstract—Our research derives strategic CSR in the lens of resource-based view (RBV) to scrutinize eco-friendly automobile industry. According to RBV, the ramification of strategic CSR is treated as firm-specific resource that provides competitive advantage. Cases of innovative eco-friendly automobiles are considered to initiate strategic CSR exploiting long term values driven by the determinants of innovation and top management long term orientation (LTO). We conduct case analysis focusing on eco-friendly innovation technology competent companies including Toyota, Volkswagen, General Motors, Daimler, and Ford. We selectively limit our analysis with Hofstede’s long term orientation criteria researching on 5 automobile companies. We contend that top management teams’ (TMT) long term decision making toward innovation derived from nationality renders differences toward deviation of eco-friendly strategic CSR and performance. We propose that firms with long term oriented TMTs prefer strategically innovative decision making assessing long term profitability. Our result comprises with the fact that Toyota’s top management will derive innovation through strategic CSR exploiting long term performance compared to competing firms in the eco-friendly automobile industry.
 
Index Terms—strategic CSR, eco-friendly automobile industry, top management team, resource-based view

Cite: PhilSoo Kim and JaeJoon You, "Strategic CSR through Innovation and Top Management Team Decision Making: Evidence from Eco-Friendly Automobile Industry Case Analyses," Journal of Advanced Management Science, Vol. 1, No. 4, pp. 383-388, December 2013. doi: 10.12720/joams.1.4.383-388