THE MEDIATING ROLE OF STRATEGIC PHILANTHROPY IN ACHIEVING SUSTAINABLE CORPORATE PERFORMANCE

Abstract

This study investigates the attainment of corporate sustainability within environments characterised by uncertainty and the absence of robust formal institutions. It explores the relationship between organisational learning and sustainable corporate performance, with strategic philanthropy serving as a mediating variable. Drawing upon the triple-bottom-line framework, the resource-based view, and the theory of creating shared value, the study formulates a conceptual pathway linking corporate resources to strategic philanthropy and, subsequently, to sustainable performance outcomes. Employing a quantitative approach, data were collected from 105 publicly listed firms in China and analysed using SmartPLS and SPSS software. The findings reveal a significant and positive association between organisational learning and sustainable corporate performance. Furthermore, strategic philanthropy is shown to mediate this relationship effectively. The study advances the triple-bottom-line theory by proposing a novel strategic route to achieving corporate sustainability. It also enriches the resource-based view by identifying underexplored and ambiguous resources that contribute to competitive advantage. Additionally, it extends the creating shared value perspective by highlighting previously unexamined conditions under which firms engage in strategic philanthropic practices. The research recommends that policymakers foster a conducive environment for strategic philanthropy, while corporate leaders are encouraged to integrate organisational learning and philanthropic strategies to realise long-term sustainability benefits,