Corporate Social Responsibility Leadership and Organizational Performance: Exploring Resource Collaboration Networks in the Case of Global Contractors

ABSTRACT Corporate social responsibility (CSR) is increasingly recognized as a strategic lever for enhancing organizational performance in construction, yet research on this nexus remains sparse. This study investigates how CSR practices generate organizational benefits through resource collaboration networks. Based on a two‐stage variable formation process, an analysis framework was developed, with data analyzed through content analysis and two‐mode social network analysis of 20 global leading contractors' CSR reports over a 12‐year study period (2011–2022), assisted by natural language processing techniques. Mobilizing stakeholder theory, the contingency resource‐based view, and dynamic capabilities theory, this study identifies key CSR practices linked to 13 distinct benefits, revealing a core‐periphery network structure. Influential practices, particularly those related to environmental management and fair labor policies, are shown to drive benefits such as employee morale, commitment, and loyalty. The longitudinal analysis shows that CSR has evolved beyond a compliance mechanism to strategic assets that balance ethical obligations with competitive advantages. The innovative CSR‐resource collaboration networks advance theoretical understanding by emphasizing strategic resource alignment and stakeholder‐shared value. Practically, the findings offer valuable insights for construction firms to coordinate and optimize CSR strategies, ultimately promoting sustainable business performance.