Abstract: This article analyzes whether the type of corporate strategy (analyst, aggressor, defender) affects the willingness to engage in corporate social responsibility (CSR) activities and the performance of corporate social performance (CSP). Finally, the impact of corporate strategy and CSR on business performance was investigated. The findings of this study are as follows: firstly, compared to the analysts' companies, the aggressors and defenders were less inclined to engage in CSR activities, but when they started to implement CSR, the overall CSR performance of the aggressors was better, and they also performed better in innovative CSR performance; secondly, compared to the defenders, the business performance of the aggressors was poorer, but if they engaged in CSR activities, especially innovative CSR activities, they could significantly improve their business performance; thirdly, compared to the defenders, the business performance of the aggressors was significantly better. Thirdly, although the defenders' CSR performance in terms of innovation and products is not as good as that of the entrants, they can significantly improve their business performance if they engage in CSR activities on innovation and products.



Key words: corporate strategy, corporate social responsibility, operational performance, innovation.