This article defines corporate social performance (CSP) and reformulates the CSP model to build a coherent, integrative framework for business and society research. Principles of social responsibility are framed at the institutional, organizational, and individual levels; processes of social responsiveness are shown to be environmental assessment, stakeholder management, and issues management; and outcomes of CSP are posed as social impacts, programs, and policies. Rethinking CSP in this manner points to vital research questions that have not yet been addressed.

/pdf/corporate-social-performance-revisited-2izoo1h2ag.pdf

Corporate Social Performance Revisited

Companies are increasingly asked to provide innovative solutions to deep-seated problems of human misery, even as economic theory instructs managers to focus on maximizing their shareholders' wealt

Misery Loves Companies: Rethinking Social Initiatives by Business:

Drawing on the resource-based view of the firm, we posited that environmental performance and economic performance are positively linked and that industry growth moderates the relationship, with the returns to environmental performance higher in high-growth industries. We tested these hypotheses with an analysis of 243 Finns over two years, using independently developed environmental ratings. Results indicate that “it pays to be green” and that this relationship strengthens with industry growth. We conclude by highlighting the study's academic and managerial implications, making special reference to the social issues in management literature.

/pdf/a-resource-based-perspective-on-corporate-environmental-o8uurv17d3.pdf

A Resource-Based Perspective On Corporate Environmental Performance And Profitability

Resource Dependence Theory: A Review:

We examined the use of event studies in management research and found that there was inadequate attention paid to theoretical and research design issues. This lack of attention may lead to false in...

https://www.jstor.org/stable/pdfplus/257056.pdf

Event Studies In Management Research: Theoretical And Empirical Issues

This article suggests corporate public affairs activities can be broken clown into two types: activities that “buffer” from the social and political environment, and activities that “bridge” with that environment. Drawing on previous work related to contingency theory, resource dependence, and strategic management, we developed hypotheses concerning conditions under which firms will emphasize buffering, bridging, or both. The hypotheses were tested with data collected from large American firms and Lohmoller's partial-least-squares latent variable path analysis. Buffering is found to be positively associated with environmental uncertainty and organizational power. Bridging is positively associated with uncertainty and an institution-oriented philosophy on the part of top management.

Buffer or Bridge? Environmental and Organizational Determinants of Public Affairs Activities in American Firms

The field of organizational learning (OL) has been characterized by a wide diversity of opinions, definitions, and conceptualizations. After discussing difficulties associated with previous conceptualizations of organizational learning, this paper suggests a broader conceptualization which is consistent with and integrates diverse perspectives in the field of OL. To the extent that organizations continuously act and enact their environments, cognitive processes associated with learning continually take place whether the organization recognizes it or not. OL cannot be understood without taking into account the continuous ongoing change of organizational cognitive structures. However, learning is only recognized when an observer identifies and contextualizes those changes. Thus, organizational learning can be interpreted as a social construction which transforms acquired cognition into accountable abstract knowledge. The paper concludes by discussing the implications of this conceptualization of learning on...

The Social Construction of Organizational Learning: Conceptual and Practical Issues in the Field

In this study, we analyzed investor reaction to corporate announcements of withdrawal from South Africa to determine whether such announcements increased or reduced firms' market value. We also exa...

Effect of announcements of withdrawal from south africa on stockholder wealth

This research addressed empirical and conceptual issues raised by McWilliams and Siegel (1997) in light of the contradictory findings of several recent event studies dealing with announcements of w...

Announcements of Withdrawal From South Africa Revisited: Making Sense of Contradictory Event Study Findings

Corporate social responsibility is incorporated into strategic management at the enterprise strategy level. This paper delineates the domain of enterprise strategy by focusing on how well a firm's social performance matches its competencies and stakeholders rather than on the "quantity" of a firm's social responsibility. Enterprise strategy is defined and a classification of enterprise strategies is set forth.

Martin B. Meznar

Papers

Buffer or Bridge? Environmental and Organizational Determinants of Public Affairs Activities in American Firms

The Social Construction of Organizational Learning: Conceptual and Practical Issues in the Field

Effect of announcements of withdrawal from south africa on stockholder wealth

Announcements of Withdrawal From South Africa Revisited: Making Sense of Contradictory Event Study Findings

Social responsibility and strategic management: toward an enterprise strategy classification.