Proactive and reactive CSR and sustainability performance: Knowledge and organizational learning

This study utilizes survey data from 248 high-tech enterprises in China’s Yangtze River Delta and employs hierarchical regression and bootstrap mediation analysis to investigate the mediating role of organizational learning (i.e., competence exploration and competence exploitation) in the relation between proactive/reactive corporate social responsibility (CSR) and corporate sustainability performance (CSP). Results reveal a dual mediation mechanism: proactive CSR enhances CSP primarily by fostering competence exploration (e.g., innovation and novel capability development, β = 0.27, p < 0.01), whereas reactive CSR improves CSP mainly through competence exploitation (e.g., refinement of existing capabilities, β = 0.24, p < 0.01). These findings indicate that the CSR–CSP link is not monolithic but depends on strategic orientation, which activates distinct organizational learning processes. By empirically identifying organizational learning as a key mediator, this research advances the corporate sustainability literature and challenges homogeneous interpretations of CSR’s impact. Furthermore, it provides novel insights regarding the nuanced effects of proactive versus reactive CSR, clarifying their distinct roles in shaping exploration and exploitation dynamics. This study not only refines theoretical understanding of the CSR–CSP linkages but also offers practical guidance for firms aiming to align CSR strategies with sustainability goals through targeted organizational learning processes.