Given the increased impact of non-market forces on business reputation, there has never been a greater need to grasp corporate social performance. This book demonstrates that a holistic perspective on corporate citizenship that accommodates the importance of profits and other time-honored social values is both desirable and possible.
Given the increased impact of non-market forces on business reputation, there has never been a greater need to grasp corporate social performance. This book demonstrates that a holistic perspective on corporate citizenship that accommodates the importance of profits and other time-honored social values is both desirable and possible.
MARC ORLITZKY is Associate Professor of Management at Penn State University, Altoona, USA. He serves on the editorial review boards of the Academy of Management Journal and Encyclopedia of Business Ethics and Society, and has published extensively in several other leading journals. He gained his PhD at the University of Iowa, USA. DIANE L. SWANSON is Professor of Management and the von Waaden Professor of Business Administration at Kansas State University, USA. Recognized in several Who's Who bibliographical indices, she is an Associate Editor for the Encyclopedia of Business Ethics and Society, serves on the editorial boards of the Academy of Management Review and Business Ethics Quarterly, and has published extensively in other leading journals. She gained her PhD at the University of Pittsburgh, USA.
Inhaltsangabe
PART I: THEORIES OF CORPORATE SOCIAL PERFORMANCE: TOWARD A NEW VISION OF THEORETICAL INTEGRATION OF VALUE-BASED BUSINESS LEADERSHIP Addressing a Lack of Theoretical Integration in Corporate Social Performance Toward an Integrative Theory of Value-Based Leadership Value Attunement: Exploring the Potential for Responsible Executive Decision Making PART II: EMPIRICAL RESEARCH INTEGRATION: BUSINESS SOCIAL PERFORMANCE, RISK, AND FINANCIAL PERFORMANCE Corporate Social and Financial Performance: An Integrative Review Corporate Social Performance and Business Risk Organizational Size, Corporate Social Performance, and Business Performance Doing Well by Doing Good: Objective Findings, Subjective Assumptions, or Selective Amplification? PART III: IMPLICATIONS FOR MEASUREMENT AND IMPLEMENTATION: TOWARD AN INTEGRATIVE PERSPECTIVE ON CORPORATE SOCIAL PERFORMANCE Corporate Social Performance, Stakeholder Satisfaction, and Generalizability Theory Normative Myopia, Executives' Personality, and Preference for Pay Dispersion: Implications for Corporate Social Performance Prospects for Integrative Citizenship in Research and Practice
PART I: THEORIES OF CORPORATE SOCIAL PERFORMANCE: TOWARD A NEW VISION OF THEORETICAL INTEGRATION OF VALUE-BASED BUSINESS LEADERSHIP Addressing a Lack of Theoretical Integration in Corporate Social Performance Toward an Integrative Theory of Value-Based Leadership Value Attunement: Exploring the Potential for Responsible Executive Decision Making PART II: EMPIRICAL RESEARCH INTEGRATION: BUSINESS SOCIAL PERFORMANCE, RISK, AND FINANCIAL PERFORMANCE Corporate Social and Financial Performance: An Integrative Review Corporate Social Performance and Business Risk Organizational Size, Corporate Social Performance, and Business Performance Doing Well by Doing Good: Objective Findings, Subjective Assumptions, or Selective Amplification? PART III: IMPLICATIONS FOR MEASUREMENT AND IMPLEMENTATION: TOWARD AN INTEGRATIVE PERSPECTIVE ON CORPORATE SOCIAL PERFORMANCE Corporate Social Performance, Stakeholder Satisfaction, and Generalizability Theory Normative Myopia, Executives' Personality, and Preference for Pay Dispersion: Implications for Corporate Social Performance Prospects for Integrative Citizenship in Research and Practice
PART I: THEORIES OF CORPORATE SOCIAL PERFORMANCE: TOWARD A NEW VISION OF THEORETICAL INTEGRATION OF VALUE-BASED BUSINESS LEADERSHIP Addressing a Lack of Theoretical Integration in Corporate Social Performance Toward an Integrative Theory of Value-Based Leadership Value Attunement: Exploring the Potential for Responsible Executive Decision Making PART II: EMPIRICAL RESEARCH INTEGRATION: BUSINESS SOCIAL PERFORMANCE, RISK, AND FINANCIAL PERFORMANCE Corporate Social and Financial Performance: An Integrative Review Corporate Social Performance and Business Risk Organizational Size, Corporate Social Performance, and Business Performance Doing Well by Doing Good: Objective Findings, Subjective Assumptions, or Selective Amplification? PART III: IMPLICATIONS FOR MEASUREMENT AND IMPLEMENTATION: TOWARD AN INTEGRATIVE PERSPECTIVE ON CORPORATE SOCIAL PERFORMANCE Corporate Social Performance, Stakeholder Satisfaction, and Generalizability Theory Normative Myopia, Executives' Personality, and Preference for Pay Dispersion: Implications for Corporate Social Performance Prospects for Integrative Citizenship in Research and Practice
PART I: THEORIES OF CORPORATE SOCIAL PERFORMANCE: TOWARD A NEW VISION OF THEORETICAL INTEGRATION OF VALUE-BASED BUSINESS LEADERSHIP Addressing a Lack of Theoretical Integration in Corporate Social Performance Toward an Integrative Theory of Value-Based Leadership Value Attunement: Exploring the Potential for Responsible Executive Decision Making PART II: EMPIRICAL RESEARCH INTEGRATION: BUSINESS SOCIAL PERFORMANCE, RISK, AND FINANCIAL PERFORMANCE Corporate Social and Financial Performance: An Integrative Review Corporate Social Performance and Business Risk Organizational Size, Corporate Social Performance, and Business Performance Doing Well by Doing Good: Objective Findings, Subjective Assumptions, or Selective Amplification? PART III: IMPLICATIONS FOR MEASUREMENT AND IMPLEMENTATION: TOWARD AN INTEGRATIVE PERSPECTIVE ON CORPORATE SOCIAL PERFORMANCE Corporate Social Performance, Stakeholder Satisfaction, and Generalizability Theory Normative Myopia, Executives' Personality, and Preference for Pay Dispersion: Implications for Corporate Social Performance Prospects for Integrative Citizenship in Research and Practice
Rezensionen
'...the book is theoretically authoritative, methodologically rigorous, and managerially relevant. All who have a stake in corporate social performance (CSP) will discover a rewarding blend of theory, research, and practice that elevates the field of corporate citizenship (CC) to new heights of inquiry...these two modern scholars Swanson a top-flight theoretical scholar and Orlitzky a brilliant methodologist achieve their intended goal of producing an integrated concept of corporate citizenship.' - William C. Frederick
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