This paper contributes to the discussion on international diversification and corporate social responsibility (CSR) by suggesting that firms can be simultaneously socially responsible and socially irresponsible. To test our assertions, we analyze data from 222 publicly traded US firms from 1993 to 2003. The findings support our hypotheses, and have significant implications for the way in which we conceptualize CSR. Journal of International Business Studies (2006) 37, 850–862. doi:10.1057/palgrave.jibs.8400226

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Corporate social commitment (CSC) and corporate environmental commitment (CEC) are often combined under the general rubric of corporate social responsibility. Although the two sets of activities are similar, they are also very different. Both CSC and CEC respond to issues raised by stakeholders, but CEC tends to be more "technical". This characteristic demands that CEC fit with the organization, which exposes greater economic opportunities than CSC. As a result, we argue that the extent to which these practices are implemented differs across firms over time. We analyze the extensiveness of implementation of CSC and CEC across 266 firms from 1991 to 2003, using latent growth curve modeling and one-way ANOVA. We find that firms moved towards at least a moderate level of CSC over time, but tended to bifurcate in the extent to which they implemented CEC practices, towards either the high or low end of the scale, over time. In this paper, we contribute to the institutional analysis of practice diffusion by examining how the characteristics of different kinds of practices shape the extensiveness of firm adoption patterns. As well, this research also speaks to corporate social responsibility researchers, pointing to the need to sometimes discriminate between social and environmental practices.

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Organizations and environment (O&E) researchers focus on either organizational outcomes or environmental outcomes. In this article, the authors argue that these are significantly different approaches to O&E research. The first aims to contribute to organization theory and performance; the latter aims to improve environmental performance. With a starting position that most research published in influential general management journals is of the organizational outcomes variety, the authors reviewed O&E research published from 1995 to 2005 to test this theory. The authors found, in fact, that most research is directed at environmental outcomes. This finding suggests that the most influential general management journals are receptive to environmental research that does not fit neatly into the organizational boxes. Yet, the authors also find that there is room for O&E research to have considerably more impact than there has been so far. This is a call for more high-quality O&E research in general management journals.