An Investigation of Real Versus Perceived CSP in S&P-500 Firms

Abstract

corporate reputation, corporate social responsibility, Fortune America’s Most Admired Companies, KLD data regression analysis,

The Joint Effects of Justice Climate, Group Moral Identity, and Corporate Social Responsibility on the Prosocial and Deviant Behaviors of Groups

“…CSR initiatives often come in the form of institutionalized social and environmental practices (as part of the organization's operations), corporate volunteerism programs (Henning and Jones 2013), and corporate philanthropy (Godfrey 2005;Tilcsik and Marquis 2013). Whereas the CSR literature is rich and diverse, it has for the most part taken place within the strategic management literature, considering issues such as the impact of CSR initiatives on corporate reputation, consumer behavior, and firm financial performance (e.g., Carroll and Shabana 2010;Galbreath 2010;Liston-Heyes and Ceton 2009;Orlitzky The Joint Effects of Justice Climate, Group Moral Identity, and Corporate Social Responsibility… et al 2003). Indeed, only 4 % of the empirical literature on CSR has taken a psychological perspective, as we do here (Aguinis and Glavas 2012).…”

Corporate Tax: What Do Stakeholders Expect?

“…As such, theories in CSR and ethics lag behind this much more holistic view of business evidenced in the findings of this study by holding on to a legal or regulatory debate in the CSR literature (Mackey et al 2007;Mueckenberger and Jastram 2010;Russo and Perrini 2010;Svendsen and Laberge 2001). Interestingly, this call for more integrated management theory corresponds with a debate in the management literature on the purpose of business (Alexander and Douthit 2016;Hsieh 2015;Nichols 2014) as well as with reviews in CSR and ethics literature on the holistic nature of stakeholder expectations (Aguinis and Glavas 2012;Gond et al 2011;Liston-Heyes and Ceton 2009;Lucea 2010;Matten and Moon 2008;Orlitzky et al 2015). Our study starts to integrate aspects that can be seen to relate to legal, economic, ethical, and social aspects of business by presenting a process, outlined in Fig.…”

Unpacking the Drivers of Corporate Social Performance: A Multilevel, Multistakeholder, and Multimethod Analysis

“…For example, cross-validation is required with a sample of smaller, privately held firms because, as Table 1 shows, the average organizational size in our SiRi was largeapproximately 92,000 employees per firm. More important, though, may be the possibility that the type of CSP measure used in this study-even when decomposed into its stakeholder components-is affected by significant biases, conflicts of interest, or validity concerns (e.g., Carroll, 2000;Chelli & Gendron, 2013;Graafland, Eijffinger, & SmidJohan, 2004;Igalens & Gond, 2005;Liston-Heyes & Ceton, 2009;Orlitzky, 2013), so that alternatives (see, e.g., Chen & Delmas, 2011;Orlitzky & Swanson, 2012;Turker, 2009) (Hough, 2006), ANOVA and VCA are purely descriptive (McGahan & Porter, 2005;Rumelt, 1991). In terms of causality, many higher-level effects are very likely to be driven by managerial actions (McGahan & Porter, 2005, pp.…”