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This study examines the antecedents and performance outcomes of corporate social responsibility (CSR) in a quality management framework, using data from organizations in the oil and gas industry in Iran. Building upon the stakeholder theory of the firm, this study examines the relative importance of top management support and supplier quality in leading CSR. This study also examines whether CSR mediates the effect of top management support on internal quality results. Data were collected by administrating a survey to managers in the petroleum industry in Iran. We use structural equation modeling to examine our research questions. The findings show that both top management support and supplier quality drive CSR. The results present a new direction to how quality management and CSR can promote organizational quality, and the study provides a practical framework that shows how managers can design, develop, and maintain sustainable quality systems through emphasizing CSR.

An examination of antecedents and performance outcomes of corporate social responsibility: evidence from the petroleum industry