From CSR and Resilience to Sustainable Competitive Advantage: The Mediating Role of Enterprise Risk Management
Abstract
sector face increasing pressures from climate change, geopolitical instability, regulatory change, resource scarcity, and rising stakeholder expectations. This study examines how Corporate Social Responsibility (CSR), Enterprise Risk Management (ERM), and Organizational Resilience (OR) contribute to Sustainable Competitive Advantage (SCA) in Tanzania’s ENR sector. Drawing on Stakeholder, dynamic capability and the Resource-Based View theories, the study conceptualizes CSR as a stakeholder-oriented capability, ERM as a strategic resource’s mechanism, and OR as an adaptive dynamic capability. Using survey data from 312 respondents and Partial Least Squares Structural Equation Modeling (PLS-SEM), the study examines the direct effects of CSR and OR on SCA and the mediating role of ERM in the CSR and SCA relationship. The findings indicate that CSR has a positive effect on SCA and organization resilience positively influences SCA. ERM partially mediate the relationship between CSR and SCA. The findings suggest that ENR firms should integrate CSR, ERM, and resilience into strategic decision-making rather than treating them as separate compliance-oriented activities.
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