Linking corporate social responsibility (CSR) practices and organizational performance in the construction industry: A resource collaboration network.

• Drawing upon the integrated stakeholder theory and the contingency resource-based view of firms, a CSR resource collaboration network of construction firms was developed; • The key CSR practices and the perceived benefits of CSR are identified based on the results of the centrality analysis; • The CSR practice-perceived benefit network presents a core-periphery structure, with 26 practices and five perceived benefits situate in the core positions and have intensive relationships. Corporate social responsibility (CSR) has been touted as an important agenda among construction practitioners. Hitherto, the nexus between CSR and organizational performance is still a lack of investigation in the CSR in construction knowledge. This study explores the capabilities of various CSR practices toward achieving productive business benefits among construction firms. Firstly, a two-stage variable formulation procedure results in a list of practices and the perceived benefits of CSR. Then, we collected data from ninety extra-grade construction firms through an online questionnaire survey and analyzed data using a two-mode social network analysis approach. The results of the centrality analysis show that, with the highest centrality scores in the network, (i) the most influential CSR practices include such as "implement safety production management system" and "constrain consumption of materials and reduce material waste"; and (ii) the top key perceived benefits of CSR include such as "local and overseas business opportunities," "brand, image, and reputation," and "reduction of supply risk of building materials." The developed CSR practice-perceived benefit network presents a core-periphery structure, with 26 practices and five perceived benefits situate in the core positions and have intensive relationships. Drawing upon the integrated stakeholder theory and the contingency resource-based view of firms, the demystified novel CSR resource collaboration network enriches the theoretical discourses of CSR by recognizing stakeholder salience and the need for relationship management. Practically, the findings of this study provide a helpful reference for practitioners to collaborate corporate resources, optimize their current CSR strategies, and improve business performance for sustainable development. [ABSTRACT FROM AUTHOR]