Corporate social responsibility, balanced scorecard system and financial performance in the service sector: The case of Vietnam Article Swipe
Nguyen Danh Nguyen
,
Thanh Quang Ngo
,
Ron Nguyen
,
H. Cao
,
Huy Pham
·
YOU?
·
· 2019
· Open Access
·
· DOI: https://doi.org/10.5267/j.msl.2019.7.031
YOU?
·
· 2019
· Open Access
·
· DOI: https://doi.org/10.5267/j.msl.2019.7.031
This study attempts to provide empirical findings for the advantages of implementing Bal-anced Scorecard System (BSC) combined with Corporate Social Responsibility (CSR) for ser-vice providers in determining the effects of BSC and CSR on businesses performance (BP). The concept of BSC is employed to evaluate the perceived importance of the relationship between the BSC and BP to facilitate the goals of service providers. BSC covers key perspectives, including financial perspective, customer perspective, internal process perspective, growth and ideal learning perspective towards service quality. CSR can influence goals of business directly and indirectly by different paths, including: Firstly, from CSR to Goals directly; secondly, from CSR to the Financial dimension and then to Goals; thirdly, from CSR to Learning & Growth and to Goals; and fourthly, from CSR through Learning & Growth, including causal relationship effects that affect the Financial dimension, then to Goals. To achieve the objectives, the study designs a questionnaire and distributes it randomly to three major groups of stakeholders (i.e., two hundred customers, seventy employees and thirty managers). This study uses CSR variable and BSC perspective variables which is frequently employed to assess the performance of financial perspective, customer perspective, internal business process perspective, learning and growth perspective. Using ordinary least squares regression and the sample of three groups of stakeholders, the results show that the changes towards sustainability occur in this country. The stakeholders of firms hold the perception that CSR can help firms reach their goals and visions. Secondly, the study contributes to the literature of performance measurement systems in the service industry. Our findings provide empirical evidence for the suggestion that BSC can help service firms achieve their goals and visions. The combination of CSR and BSC in this study can become a foundation to discover more for service firms in developing countries. Thirdly, our approach concentrates on important stakeholders, which can illustrate differences in the perceptions of important stakeholders about CSR, BSC dimensions, goals, and visions. Furthermore, this helps to enhance the chances to develop the appropriate visions and goals for their business.
Related Topics
Concepts
Metadata
- Type
- article
- Language
- en
- Landing Page
- http://doi.org/10.5267/j.msl.2019.7.031
- OA Status
- diamond
- Cited By
- 5
- References
- 1
- Related Works
- 10
- OpenAlex ID
- https://openalex.org/W2963392514
All OpenAlex metadata
Raw OpenAlex JSON
- OpenAlex ID
-
https://openalex.org/W2963392514Canonical identifier for this work in OpenAlex
- DOI
-
https://doi.org/10.5267/j.msl.2019.7.031Digital Object Identifier
- Title
-
Corporate social responsibility, balanced scorecard system and financial performance in the service sector: The case of VietnamWork title
- Type
-
articleOpenAlex work type
- Language
-
enPrimary language
- Publication year
-
2019Year of publication
- Publication date
-
2019-01-01Full publication date if available
- Authors
-
Nguyen Danh Nguyen, Thanh Quang Ngo, Ron Nguyen, H. Cao, Huy PhamList of authors in order
- Landing page
-
https://doi.org/10.5267/j.msl.2019.7.031Publisher landing page
- Open access
-
YesWhether a free full text is available
- OA status
-
diamondOpen access status per OpenAlex
- OA URL
-
https://doi.org/10.5267/j.msl.2019.7.031Direct OA link when available
- Concepts
-
Balanced scorecard, Business, Tertiary sector of the economy, Financial sector, Corporate social responsibility, Accounting, Service (business), Finance, Process management, Marketing, Public relations, Political scienceTop concepts (fields/topics) attached by OpenAlex
- Cited by
-
5Total citation count in OpenAlex
- Citations by year (recent)
-
2023: 1, 2021: 3, 2019: 1Per-year citation counts (last 5 years)
- References (count)
-
1Number of works referenced by this work
- Related works (count)
-
10Other works algorithmically related by OpenAlex
Full payload
| id | https://openalex.org/W2963392514 |
|---|---|
| doi | https://doi.org/10.5267/j.msl.2019.7.031 |
| ids.doi | https://doi.org/10.5267/j.msl.2019.7.031 |
| ids.mag | 2963392514 |
| ids.openalex | https://openalex.org/W2963392514 |
| fwci | 1.28000339 |
| type | article |
| title | Corporate social responsibility, balanced scorecard system and financial performance in the service sector: The case of Vietnam |
| biblio.issue | |
| biblio.volume | |
| biblio.last_page | 2228 |
| biblio.first_page | 2215 |
| topics[0].id | https://openalex.org/T10797 |
| topics[0].field.id | https://openalex.org/fields/14 |
| topics[0].field.display_name | Business, Management and Accounting |
| topics[0].score | 0.3075999915599823 |
| topics[0].domain.id | https://openalex.org/domains/2 |
| topics[0].domain.display_name | Social Sciences |
| topics[0].subfield.id | https://openalex.org/subfields/1404 |
| topics[0].subfield.display_name | Management Information Systems |
| topics[0].display_name | Accounting and Organizational Management |
| is_xpac | False |
| apc_list | |
| apc_paid | |
| concepts[0].id | https://openalex.org/C199004533 |
| concepts[0].level | 2 |
| concepts[0].score | 0.9073225855827332 |
| concepts[0].wikidata | https://www.wikidata.org/wiki/Q210127 |
| concepts[0].display_name | Balanced scorecard |
| concepts[1].id | https://openalex.org/C144133560 |
| concepts[1].level | 0 |
| concepts[1].score | 0.7333530187606812 |
| concepts[1].wikidata | https://www.wikidata.org/wiki/Q4830453 |
| concepts[1].display_name | Business |
| concepts[2].id | https://openalex.org/C43246008 |
| concepts[2].level | 2 |
| concepts[2].score | 0.5779341459274292 |
| concepts[2].wikidata | https://www.wikidata.org/wiki/Q55638 |
| concepts[2].display_name | Tertiary sector of the economy |
| concepts[3].id | https://openalex.org/C2986840890 |
| concepts[3].level | 2 |
| concepts[3].score | 0.5512906312942505 |
| concepts[3].wikidata | https://www.wikidata.org/wiki/Q837171 |
| concepts[3].display_name | Financial sector |
| concepts[4].id | https://openalex.org/C141261163 |
| concepts[4].level | 2 |
| concepts[4].score | 0.5448867678642273 |
| concepts[4].wikidata | https://www.wikidata.org/wiki/Q218600 |
| concepts[4].display_name | Corporate social responsibility |
| concepts[5].id | https://openalex.org/C121955636 |
| concepts[5].level | 1 |
| concepts[5].score | 0.5248677134513855 |
| concepts[5].wikidata | https://www.wikidata.org/wiki/Q4116214 |
| concepts[5].display_name | Accounting |
| concepts[6].id | https://openalex.org/C2780378061 |
| concepts[6].level | 2 |
| concepts[6].score | 0.47782042622566223 |
| concepts[6].wikidata | https://www.wikidata.org/wiki/Q25351891 |
| concepts[6].display_name | Service (business) |
| concepts[7].id | https://openalex.org/C10138342 |
| concepts[7].level | 1 |
| concepts[7].score | 0.37426191568374634 |
| concepts[7].wikidata | https://www.wikidata.org/wiki/Q43015 |
| concepts[7].display_name | Finance |
| concepts[8].id | https://openalex.org/C195094911 |
| concepts[8].level | 1 |
| concepts[8].score | 0.3138153553009033 |
| concepts[8].wikidata | https://www.wikidata.org/wiki/Q14167904 |
| concepts[8].display_name | Process management |
| concepts[9].id | https://openalex.org/C162853370 |
| concepts[9].level | 1 |
| concepts[9].score | 0.240129292011261 |
| concepts[9].wikidata | https://www.wikidata.org/wiki/Q39809 |
| concepts[9].display_name | Marketing |
| concepts[10].id | https://openalex.org/C39549134 |
| concepts[10].level | 1 |
| concepts[10].score | 0.1488875448703766 |
| concepts[10].wikidata | https://www.wikidata.org/wiki/Q133080 |
| concepts[10].display_name | Public relations |
| concepts[11].id | https://openalex.org/C17744445 |
| concepts[11].level | 0 |
| concepts[11].score | 0.07991105318069458 |
| concepts[11].wikidata | https://www.wikidata.org/wiki/Q36442 |
| concepts[11].display_name | Political science |
| keywords[0].id | https://openalex.org/keywords/balanced-scorecard |
| keywords[0].score | 0.9073225855827332 |
| keywords[0].display_name | Balanced scorecard |
| keywords[1].id | https://openalex.org/keywords/business |
| keywords[1].score | 0.7333530187606812 |
| keywords[1].display_name | Business |
| keywords[2].id | https://openalex.org/keywords/tertiary-sector-of-the-economy |
| keywords[2].score | 0.5779341459274292 |
| keywords[2].display_name | Tertiary sector of the economy |
| keywords[3].id | https://openalex.org/keywords/financial-sector |
| keywords[3].score | 0.5512906312942505 |
| keywords[3].display_name | Financial sector |
| keywords[4].id | https://openalex.org/keywords/corporate-social-responsibility |
| keywords[4].score | 0.5448867678642273 |
| keywords[4].display_name | Corporate social responsibility |
| keywords[5].id | https://openalex.org/keywords/accounting |
| keywords[5].score | 0.5248677134513855 |
| keywords[5].display_name | Accounting |
| keywords[6].id | https://openalex.org/keywords/service |
| keywords[6].score | 0.47782042622566223 |
| keywords[6].display_name | Service (business) |
| keywords[7].id | https://openalex.org/keywords/finance |
| keywords[7].score | 0.37426191568374634 |
| keywords[7].display_name | Finance |
| keywords[8].id | https://openalex.org/keywords/process-management |
| keywords[8].score | 0.3138153553009033 |
| keywords[8].display_name | Process management |
| keywords[9].id | https://openalex.org/keywords/marketing |
| keywords[9].score | 0.240129292011261 |
| keywords[9].display_name | Marketing |
| keywords[10].id | https://openalex.org/keywords/public-relations |
| keywords[10].score | 0.1488875448703766 |
| keywords[10].display_name | Public relations |
| keywords[11].id | https://openalex.org/keywords/political-science |
| keywords[11].score | 0.07991105318069458 |
| keywords[11].display_name | Political science |
| language | en |
| locations[0].id | doi:10.5267/j.msl.2019.7.031 |
| locations[0].is_oa | True |
| locations[0].source.id | https://openalex.org/S2737251451 |
| locations[0].source.issn | 1923-9335, 1923-9343 |
| locations[0].source.type | journal |
| locations[0].source.is_oa | True |
| locations[0].source.issn_l | 1923-9335 |
| locations[0].source.is_core | True |
| locations[0].source.is_in_doaj | True |
| locations[0].source.display_name | Management Science Letters |
| locations[0].source.host_organization | https://openalex.org/P4310312984 |
| locations[0].source.host_organization_name | Growing Science |
| locations[0].source.host_organization_lineage | https://openalex.org/P4310312984 |
| locations[0].source.host_organization_lineage_names | Growing Science |
| locations[0].license | cc-by |
| locations[0].pdf_url | |
| locations[0].version | publishedVersion |
| locations[0].raw_type | journal-article |
| locations[0].license_id | https://openalex.org/licenses/cc-by |
| locations[0].is_accepted | True |
| locations[0].is_published | True |
| locations[0].raw_source_name | Management Science Letters |
| locations[0].landing_page_url | http://doi.org/10.5267/j.msl.2019.7.031 |
| locations[1].id | pmh:oai:doaj.org/article:0bfc6795301c47519e8405bab5faae3f |
| locations[1].is_oa | False |
| locations[1].source.id | https://openalex.org/S4306401280 |
| locations[1].source.issn | |
| locations[1].source.type | repository |
| locations[1].source.is_oa | False |
| locations[1].source.issn_l | |
| locations[1].source.is_core | False |
| locations[1].source.is_in_doaj | False |
| locations[1].source.display_name | DOAJ (DOAJ: Directory of Open Access Journals) |
| locations[1].source.host_organization | |
| locations[1].source.host_organization_name | |
| locations[1].license | |
| locations[1].pdf_url | |
| locations[1].version | submittedVersion |
| locations[1].raw_type | article |
| locations[1].license_id | |
| locations[1].is_accepted | False |
| locations[1].is_published | False |
| locations[1].raw_source_name | Management Science Letters, Vol 9, Iss 13, Pp 2215-2228 (2019) |
| locations[1].landing_page_url | https://doaj.org/article/0bfc6795301c47519e8405bab5faae3f |
| indexed_in | crossref, doaj |
| authorships[0].author.id | https://openalex.org/A5053118207 |
| authorships[0].author.orcid | https://orcid.org/0000-0002-9394-9957 |
| authorships[0].author.display_name | Nguyen Danh Nguyen |
| authorships[0].author_position | first |
| authorships[0].raw_author_name | Danh Nguyen |
| authorships[0].is_corresponding | False |
| authorships[1].author.id | https://openalex.org/A5022979224 |
| authorships[1].author.orcid | https://orcid.org/0000-0001-8357-1957 |
| authorships[1].author.display_name | Thanh Quang Ngo |
| authorships[1].author_position | middle |
| authorships[1].raw_author_name | Thanh Ngo |
| authorships[1].is_corresponding | False |
| authorships[2].author.id | https://openalex.org/A5050416638 |
| authorships[2].author.orcid | |
| authorships[2].author.display_name | Ron Nguyen |
| authorships[2].author_position | middle |
| authorships[2].raw_author_name | Ron Nguyen |
| authorships[2].is_corresponding | False |
| authorships[3].author.id | https://openalex.org/A5010335077 |
| authorships[3].author.orcid | https://orcid.org/0000-0001-6583-6907 |
| authorships[3].author.display_name | H. Cao |
| authorships[3].author_position | middle |
| authorships[3].raw_author_name | Huy Cao |
| authorships[3].is_corresponding | False |
| authorships[4].author.id | https://openalex.org/A5042503438 |
| authorships[4].author.orcid | https://orcid.org/0000-0002-0565-1924 |
| authorships[4].author.display_name | Huy Pham |
| authorships[4].author_position | last |
| authorships[4].raw_author_name | Huy Pham |
| authorships[4].is_corresponding | False |
| has_content.pdf | False |
| has_content.grobid_xml | False |
| is_paratext | False |
| open_access.is_oa | True |
| open_access.oa_url | http://doi.org/10.5267/j.msl.2019.7.031 |
| open_access.oa_status | diamond |
| open_access.any_repository_has_fulltext | False |
| created_date | 2025-10-10T00:00:00 |
| display_name | Corporate social responsibility, balanced scorecard system and financial performance in the service sector: The case of Vietnam |
| has_fulltext | False |
| is_retracted | False |
| updated_date | 2025-11-06T03:46:38.306776 |
| primary_topic.id | https://openalex.org/T10797 |
| primary_topic.field.id | https://openalex.org/fields/14 |
| primary_topic.field.display_name | Business, Management and Accounting |
| primary_topic.score | 0.3075999915599823 |
| primary_topic.domain.id | https://openalex.org/domains/2 |
| primary_topic.domain.display_name | Social Sciences |
| primary_topic.subfield.id | https://openalex.org/subfields/1404 |
| primary_topic.subfield.display_name | Management Information Systems |
| primary_topic.display_name | Accounting and Organizational Management |
| related_works | https://openalex.org/W3005179135, https://openalex.org/W2742150371, https://openalex.org/W3122218373, https://openalex.org/W2175110632, https://openalex.org/W4311069485, https://openalex.org/W2904456834, https://openalex.org/W2394087853, https://openalex.org/W2365331040, https://openalex.org/W2963392514, https://openalex.org/W4241665665 |
| cited_by_count | 5 |
| counts_by_year[0].year | 2023 |
| counts_by_year[0].cited_by_count | 1 |
| counts_by_year[1].year | 2021 |
| counts_by_year[1].cited_by_count | 3 |
| counts_by_year[2].year | 2019 |
| counts_by_year[2].cited_by_count | 1 |
| locations_count | 2 |
| best_oa_location.id | doi:10.5267/j.msl.2019.7.031 |
| best_oa_location.is_oa | True |
| best_oa_location.source.id | https://openalex.org/S2737251451 |
| best_oa_location.source.issn | 1923-9335, 1923-9343 |
| best_oa_location.source.type | journal |
| best_oa_location.source.is_oa | True |
| best_oa_location.source.issn_l | 1923-9335 |
| best_oa_location.source.is_core | True |
| best_oa_location.source.is_in_doaj | True |
| best_oa_location.source.display_name | Management Science Letters |
| best_oa_location.source.host_organization | https://openalex.org/P4310312984 |
| best_oa_location.source.host_organization_name | Growing Science |
| best_oa_location.source.host_organization_lineage | https://openalex.org/P4310312984 |
| best_oa_location.source.host_organization_lineage_names | Growing Science |
| best_oa_location.license | cc-by |
| best_oa_location.pdf_url | |
| best_oa_location.version | publishedVersion |
| best_oa_location.raw_type | journal-article |
| best_oa_location.license_id | https://openalex.org/licenses/cc-by |
| best_oa_location.is_accepted | True |
| best_oa_location.is_published | True |
| best_oa_location.raw_source_name | Management Science Letters |
| best_oa_location.landing_page_url | http://doi.org/10.5267/j.msl.2019.7.031 |
| primary_location.id | doi:10.5267/j.msl.2019.7.031 |
| primary_location.is_oa | True |
| primary_location.source.id | https://openalex.org/S2737251451 |
| primary_location.source.issn | 1923-9335, 1923-9343 |
| primary_location.source.type | journal |
| primary_location.source.is_oa | True |
| primary_location.source.issn_l | 1923-9335 |
| primary_location.source.is_core | True |
| primary_location.source.is_in_doaj | True |
| primary_location.source.display_name | Management Science Letters |
| primary_location.source.host_organization | https://openalex.org/P4310312984 |
| primary_location.source.host_organization_name | Growing Science |
| primary_location.source.host_organization_lineage | https://openalex.org/P4310312984 |
| primary_location.source.host_organization_lineage_names | Growing Science |
| primary_location.license | cc-by |
| primary_location.pdf_url | |
| primary_location.version | publishedVersion |
| primary_location.raw_type | journal-article |
| primary_location.license_id | https://openalex.org/licenses/cc-by |
| primary_location.is_accepted | True |
| primary_location.is_published | True |
| primary_location.raw_source_name | Management Science Letters |
| primary_location.landing_page_url | http://doi.org/10.5267/j.msl.2019.7.031 |
| publication_date | 2019-01-01 |
| publication_year | 2019 |
| referenced_works | https://openalex.org/W2963392514 |
| referenced_works_count | 1 |
| abstract_inverted_index.& | 118, 129 |
| abstract_inverted_index.a | 150, 288 |
| abstract_inverted_index.BP | 55 |
| abstract_inverted_index.To | 143 |
| abstract_inverted_index.by | 92 |
| abstract_inverted_index.in | 25, 223, 254, 283, 296, 310 |
| abstract_inverted_index.is | 41, 181 |
| abstract_inverted_index.it | 154 |
| abstract_inverted_index.of | 10, 29, 39, 48, 60, 87, 160, 188, 209, 212, 228, 250, 279, 313 |
| abstract_inverted_index.on | 33, 303 |
| abstract_inverted_index.to | 3, 43, 56, 99, 105, 111, 116, 121, 141, 156, 184, 247, 290, 326, 330 |
| abstract_inverted_index.BSC | 30, 40, 53, 63, 177, 267, 282, 318 |
| abstract_inverted_index.CSR | 32, 83, 98, 104, 115, 126, 174, 234, 280 |
| abstract_inverted_index.Our | 258 |
| abstract_inverted_index.The | 37, 226, 277 |
| abstract_inverted_index.and | 31, 54, 76, 90, 109, 120, 123, 152, 168, 176, 198, 206, 241, 275, 281, 321, 335 |
| abstract_inverted_index.can | 84, 235, 268, 286, 307 |
| abstract_inverted_index.for | 7, 22, 263, 293, 337 |
| abstract_inverted_index.key | 65 |
| abstract_inverted_index.our | 300 |
| abstract_inverted_index.the | 8, 27, 45, 49, 52, 58, 106, 137, 145, 147, 186, 207, 214, 218, 231, 244, 248, 255, 264, 311, 328, 332 |
| abstract_inverted_index.two | 163 |
| abstract_inverted_index.CSR, | 317 |
| abstract_inverted_index.This | 0, 171 |
| abstract_inverted_index.from | 97, 103, 114, 125 |
| abstract_inverted_index.help | 236, 269 |
| abstract_inverted_index.hold | 230 |
| abstract_inverted_index.more | 292 |
| abstract_inverted_index.show | 216 |
| abstract_inverted_index.that | 135, 217, 233, 266 |
| abstract_inverted_index.then | 110, 140 |
| abstract_inverted_index.this | 224, 284, 324 |
| abstract_inverted_index.uses | 173 |
| abstract_inverted_index.with | 17 |
| abstract_inverted_index.(BP). | 36 |
| abstract_inverted_index.(BSC) | 15 |
| abstract_inverted_index.(CSR) | 21 |
| abstract_inverted_index.Goals | 100 |
| abstract_inverted_index.Using | 201 |
| abstract_inverted_index.about | 316 |
| abstract_inverted_index.firms | 229, 237, 271, 295 |
| abstract_inverted_index.goals | 59, 86, 240, 274, 336 |
| abstract_inverted_index.helps | 325 |
| abstract_inverted_index.ideal | 77 |
| abstract_inverted_index.least | 203 |
| abstract_inverted_index.major | 158 |
| abstract_inverted_index.occur | 222 |
| abstract_inverted_index.reach | 238 |
| abstract_inverted_index.study | 1, 148, 172, 245, 285 |
| abstract_inverted_index.their | 239, 273, 338 |
| abstract_inverted_index.three | 157, 210 |
| abstract_inverted_index.which | 180, 306 |
| abstract_inverted_index.(i.e., | 162 |
| abstract_inverted_index.Goals. | 142 |
| abstract_inverted_index.Goals; | 112, 122 |
| abstract_inverted_index.Growth | 119 |
| abstract_inverted_index.Social | 19 |
| abstract_inverted_index.System | 14 |
| abstract_inverted_index.affect | 136 |
| abstract_inverted_index.assess | 185 |
| abstract_inverted_index.become | 287 |
| abstract_inverted_index.causal | 132 |
| abstract_inverted_index.covers | 64 |
| abstract_inverted_index.goals, | 320 |
| abstract_inverted_index.groups | 159, 211 |
| abstract_inverted_index.growth | 75, 199 |
| abstract_inverted_index.paths, | 94 |
| abstract_inverted_index.sample | 208 |
| abstract_inverted_index.thirty | 169 |
| abstract_inverted_index.Growth, | 130 |
| abstract_inverted_index.achieve | 144, 272 |
| abstract_inverted_index.between | 51 |
| abstract_inverted_index.chances | 329 |
| abstract_inverted_index.changes | 219 |
| abstract_inverted_index.concept | 38 |
| abstract_inverted_index.designs | 149 |
| abstract_inverted_index.develop | 331 |
| abstract_inverted_index.effects | 28, 134 |
| abstract_inverted_index.enhance | 327 |
| abstract_inverted_index.hundred | 164 |
| abstract_inverted_index.process | 73, 195 |
| abstract_inverted_index.provide | 4, 260 |
| abstract_inverted_index.results | 215 |
| abstract_inverted_index.service | 61, 81, 256, 270, 294 |
| abstract_inverted_index.seventy | 166 |
| abstract_inverted_index.squares | 204 |
| abstract_inverted_index.systems | 253 |
| abstract_inverted_index.through | 127 |
| abstract_inverted_index.towards | 80, 220 |
| abstract_inverted_index.visions | 334 |
| abstract_inverted_index.Firstly, | 96 |
| abstract_inverted_index.Learning | 117, 128 |
| abstract_inverted_index.Thirdly, | 299 |
| abstract_inverted_index.approach | 301 |
| abstract_inverted_index.attempts | 2 |
| abstract_inverted_index.business | 88, 194 |
| abstract_inverted_index.combined | 16 |
| abstract_inverted_index.country. | 225 |
| abstract_inverted_index.customer | 70, 191 |
| abstract_inverted_index.directly | 89 |
| abstract_inverted_index.discover | 291 |
| abstract_inverted_index.employed | 42, 183 |
| abstract_inverted_index.evaluate | 44 |
| abstract_inverted_index.evidence | 262 |
| abstract_inverted_index.findings | 6, 259 |
| abstract_inverted_index.internal | 72, 193 |
| abstract_inverted_index.learning | 78, 197 |
| abstract_inverted_index.ordinary | 202 |
| abstract_inverted_index.quality. | 82 |
| abstract_inverted_index.randomly | 155 |
| abstract_inverted_index.ser-vice | 23 |
| abstract_inverted_index.thirdly, | 113 |
| abstract_inverted_index.variable | 175 |
| abstract_inverted_index.visions. | 242, 276, 322 |
| abstract_inverted_index.Bal-anced | 12 |
| abstract_inverted_index.Corporate | 18 |
| abstract_inverted_index.Financial | 107, 138 |
| abstract_inverted_index.Scorecard | 13 |
| abstract_inverted_index.Secondly, | 243 |
| abstract_inverted_index.business. | 339 |
| abstract_inverted_index.different | 93 |
| abstract_inverted_index.dimension | 108 |
| abstract_inverted_index.directly; | 101 |
| abstract_inverted_index.empirical | 5, 261 |
| abstract_inverted_index.employees | 167 |
| abstract_inverted_index.financial | 68, 189 |
| abstract_inverted_index.fourthly, | 124 |
| abstract_inverted_index.important | 304, 314 |
| abstract_inverted_index.including | 67, 131 |
| abstract_inverted_index.industry. | 257 |
| abstract_inverted_index.influence | 85 |
| abstract_inverted_index.perceived | 46 |
| abstract_inverted_index.providers | 24 |
| abstract_inverted_index.secondly, | 102 |
| abstract_inverted_index.variables | 179 |
| abstract_inverted_index.advantages | 9 |
| abstract_inverted_index.businesses | 34 |
| abstract_inverted_index.countries. | 298 |
| abstract_inverted_index.customers, | 165 |
| abstract_inverted_index.developing | 297 |
| abstract_inverted_index.dimension, | 139 |
| abstract_inverted_index.facilitate | 57 |
| abstract_inverted_index.foundation | 289 |
| abstract_inverted_index.frequently | 182 |
| abstract_inverted_index.illustrate | 308 |
| abstract_inverted_index.importance | 47 |
| abstract_inverted_index.including: | 95 |
| abstract_inverted_index.indirectly | 91 |
| abstract_inverted_index.literature | 249 |
| abstract_inverted_index.managers). | 170 |
| abstract_inverted_index.perception | 232 |
| abstract_inverted_index.providers. | 62 |
| abstract_inverted_index.regression | 205 |
| abstract_inverted_index.suggestion | 265 |
| abstract_inverted_index.appropriate | 333 |
| abstract_inverted_index.combination | 278 |
| abstract_inverted_index.contributes | 246 |
| abstract_inverted_index.determining | 26 |
| abstract_inverted_index.differences | 309 |
| abstract_inverted_index.dimensions, | 319 |
| abstract_inverted_index.distributes | 153 |
| abstract_inverted_index.measurement | 252 |
| abstract_inverted_index.objectives, | 146 |
| abstract_inverted_index.perceptions | 312 |
| abstract_inverted_index.performance | 35, 187, 251 |
| abstract_inverted_index.perspective | 79, 178 |
| abstract_inverted_index.Furthermore, | 323 |
| abstract_inverted_index.concentrates | 302 |
| abstract_inverted_index.implementing | 11 |
| abstract_inverted_index.perspective, | 69, 71, 74, 190, 192, 196 |
| abstract_inverted_index.perspective. | 200 |
| abstract_inverted_index.relationship | 50, 133 |
| abstract_inverted_index.stakeholders | 161, 227, 315 |
| abstract_inverted_index.perspectives, | 66 |
| abstract_inverted_index.questionnaire | 151 |
| abstract_inverted_index.stakeholders, | 213, 305 |
| abstract_inverted_index.Responsibility | 20 |
| abstract_inverted_index.sustainability | 221 |
| cited_by_percentile_year.max | 97 |
| cited_by_percentile_year.min | 89 |
| countries_distinct_count | 0 |
| institutions_distinct_count | 5 |
| sustainable_development_goals[0].id | https://metadata.un.org/sdg/10 |
| sustainable_development_goals[0].score | 0.4300000071525574 |
| sustainable_development_goals[0].display_name | Reduced inequalities |
| citation_normalized_percentile.value | 0.82796645 |
| citation_normalized_percentile.is_in_top_1_percent | False |
| citation_normalized_percentile.is_in_top_10_percent | False |