Corporate social responsibility and cost stickiness

Ahsan Habib*, Mostafa Monzur Hasan

*Corresponding author for this work

Research output: Contribution to journalArticle

3 Citations (Scopus)


This article examines the effects on cost stickiness of firms’ involvement in corporate social responsibility (CSR) activities. Cost stickiness represents asymmetric cost behavior whereby the magnitude of cost increases in response to an increase in the activity level is greater than the magnitude of cost decreases with a decrease in the activity level. We hypothesize that CSR involvement requires ongoing investments in value-creating activities; hence, it is difficult to scale down committed resources instantly even when the activity declines. We use two different CSR proxies and find support for the CSR-related cost stickiness hypothesis. We further decompose CSR into strategic and tactical CSR and find that cost stickiness is more pronounced for strategic CSR. Finally, we examine the CSR-related cost behavior pattern across business cycles and find some evidence of cost stickiness during an expansionary phase of the economy and cost anti-stickiness during a recessionary phase but only for the tactical CSR component.

Original languageEnglish
Pages (from-to)453-492
Number of pages40
JournalBusiness and Society
Issue number3
Publication statusPublished - 1 Mar 2019
Externally publishedYes


  • corporate social responsibility (CSR)
  • cost stickiness
  • KLD
  • strategic CSR
  • tactical CSR

Fingerprint Dive into the research topics of 'Corporate social responsibility and cost stickiness'. Together they form a unique fingerprint.

  • Cite this