A Strategy-Oriented Study on the Mechanism by Which Corporate Social Responsibility Influences Sustainable Performance from a Supply Chain Collaboration Perspective

Abstract

In a highly interconnected and increasingly regulated environment, corporate social responsibility (CSR) is evolving from a compliance burden into a strategic lever for supply chain collaboration and sustainable performance. This study develops a strategy-oriented mechanism linking CSR intensity, collaborative capability, and sustainable performance, and examines how this mechanism operates in complex supply networks. We conceptualize collaborative capability through information sharing, joint decision-making, and coordinated resource allocation, and identify data governance, process intelligence, organizational coordination, and ecosystem openness as key amplifiers of this capability. Security and compliance are treated as gating conditions that shape the effectiveness and scalability of CSR initiatives. The paper explains how CSR practices enhance environmental, social, and governance outcomes, while simultaneously improving operational resilience through information symmetry, risk sharing, and co-innovation among supply chain partners. Building on this framework, we propose phased investment paths, portfolio-based governance of CSR projects, and platform-oriented scaling strategies that align CSR with core business objectives. The study further offers context-specific managerial guidance for firms operating under varying regulatory pressures, digital maturity levels, and ecosystem structures. Overall, the findings clarify the strategic role of CSR in strengthening collaborative advantage and provide a structured basis for designing, evaluating, and continuously improving CSR-driven supply chain strategies.