Corporate social responsibility, upward influence behavior, team processes and competitive intelligence

Purpose – The cumulative pool of data piling through the empirical expedition around hospitals in Vietnam provides the clue on whether corporate social responsibility (CSR) influences upward influence behavior, which in turn catalyzes team processes and competitive intelligence scanning. The aim of this paper is to journey through the review of the constructs of CSR, upward influence behavior, and team processes. Design/methodology/approach – Structural equation modeling (SEM) approach served as an analyst for 349 responses returned from self‐administered structured questionnaires despatched to 522 hospital members in the middle‐management position. Findings – A model of team processes and competitive intelligence evolved along the process of hypothesis testing. Ethical CSR was found to cultivate organizationally beneficial upward influence behavior in the healthcare service organizations. Originality/value – The research findings provide the insight into the CSR‐based model of team processes which underscores the role of ethical CSR initiatives and organizationally beneficial upward influence tactics in the activation of competitive intelligence scanning deeds in hospitals in Vietnam business setting.