Items | Cronbach α | Communality |
---|---|---|
Competitiveness oriented | 0.75 | Â |
 (1) Our company emphasizes R&D in regard to environment safety and sustainable development |  | 0.83 |
 (2) Our company does not expect a short-term profit by investing in social and environmental development |  | 0.83 |
Legitimacy oriented (Sources: Oliver [75], Zaheer [106], McWilliams and Siegel [64] | 0.71 | Â |
 (1) CSR activities can raise reputation and image of our company in host country |  | 0.75 |
 (2) CSR activities can help our company to localize in a host country |  | 0.80 |
Exploring CSR | 0.90 | Â |
 (1) We invite government interlocutors to seminar or forum that introduces our company’s advanced knowledge and experts in social and environmental are development. |  | 0.70 |
 (2) Our company conducts social and environmental projects that require our company’s specialized capacity |  | 0.84 |
 (3) Our company creates new capacity for the host country to address social-environmental issues (e.g., hold cultural campaign or event for local community, running computer education class for computer illiterate) |  | 0.82 |
 (4) Our company conducts social and environmental projects based on our technological innovation (e.g., facilitate local government’s recycling system using our company’s recycling technology, running youth training program—human resource capacity) |  | 0.87 |
Exploiting CSR | 0.80 | Â |
 (1) Our company has a specific budget for philanthropic activities |  | 0.79 |
 (2) Our company conducts philanthropic activities on a regular basis (for example, building schools, aiding poor regions, improving local sanitation, and other local needs) |  | 0.85 |
 (3) Our company sets up a specific team responsible for philanthropic activities |  | 0.76 |
Collaborative behavior (Sources: Gladwin and Walter [34], Luo and Bhattacharya [56] Â (1) When our company deals with the local government (either central government or regional government), we always approach it in proactive manner and take ourselves as the dominant side | 0.85 | 0.86 |
 (2) When our company deals with industrial administrative departments, we always approach them in proactive manner and take ourselves as dominant side |  | 0.87 |
 (3) When conflicts with the local government or industrial departments arise, we never avoid the conflicts but instead always proactively bargain with or persuade these institutions. |  | 0.69 |
Accommodative behavior (Sources: Gladwin and Walter [34], Luo and Bhattacharya [56] | 0.88 | Â |
 (1) Overall, the relationship between our company and the local government has been interdependent |  | 0.70 |
 (2) We always believe that a cooperative relation with the local government is a necessary condition for firm growth and we take steps to implement such cooperation. |  | 0.67 |
 (3) We always believe, and encourage, a win–win relationship between our company and the local government. |  | 0.69 |
 (4) We always believe that a cooperative relation with the local government benefits both sides and can generate some synergetic gains and we encourage such cooperation. |  | 0.77 |
 (5) In dealing with the local government, we often look at the issues from both our and the government’s perspective, rather than solely our own. |  | 0.78 |