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Corporate Social and Financial Performance: An Integrative Review

In: Toward Integrative Corporate Citizenship

Author

Listed:
  • Marc Orlitzky

    (Pennsylvania State University Altoona)

  • Diane L. Swanson

    (Kansas State University)

Abstract

During the last decade, organizations (especially large corporations) have been facing ever-increasing stakeholder pressure demanding ‘good corporate citizenship’ from business. This pressure means that, among other things, nonmarket strategies are increasingly important for effective executive decision making (Baron, 2006). Nonmarket strategies can be observed and measured in a wide variety of ways. However, as is evident from Part I, corporate social performance (CSP) can be regarded as a central outcome of business nonmarket strategies. For the purpose of the empirical analysis presented in this chapter, CSP is defined as ‘a business organization’s configuration of principles of social responsibility, processes of social responsiveness, and policies, programs, and observable outcomes as they relate to the firm’s societal relationships’ (Wood, 1991a, p. 693). This is the definition that Swanson elaborated upon in her remodeling of CSP in Chapters 1 and 2 (where she conveyed these concepts as a means-end continuum).

Suggested Citation

  • Marc Orlitzky & Diane L. Swanson, 2008. "Corporate Social and Financial Performance: An Integrative Review," Palgrave Macmillan Books, in: Toward Integrative Corporate Citizenship, chapter 4, pages 83-120, Palgrave Macmillan.
    • Handle: RePEc:pal:palchp:978-0-230-59470-8_5
    DOI: 10.1057/9780230594708_5
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    Citations

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    Cited by:

    1. Frederique Bardinet Evraert & Serge Evraert, 2019. "Do the ESG scores help to select the most successful companies?," Post-Print hal-03227627, HAL.
    2. Linda Kusumaning Wedari & Amir Moradi‐Motlagh & Christine Jubb, 2023. "The moderating effect of innovation on the relationship between environmental and financial performance: Evidence from high emitters in Australia," Business Strategy and the Environment, Wiley Blackwell, vol. 32(1), pages 654-672, January.
    3. Silvia Cantele & Chiara Leardini & Luca Piubello Orsini, 2023. "Impactful B Corps: A configurational approach of organizational factors leading to high sustainability performance," Corporate Social Responsibility and Environmental Management, John Wiley & Sons, vol. 30(3), pages 1104-1120, May.
    4. Wong, Jin Boon & Zhang, Qin, 2022. "Stock market reactions to adverse ESG disclosure via media channels," The British Accounting Review, Elsevier, vol. 54(1).
    5. Yuen, Kum Fai & Thai, Vinh V. & Wong, Yiik Diew, 2017. "Corporate social responsibility and classical competitive strategies of maritime transport firms: A contingency-fit perspective," Transportation Research Part A: Policy and Practice, Elsevier, vol. 98(C), pages 1-13.
    6. Charl de Villiers & Jing Jia & Zhongtian Li, 2022. "Corporate social responsibility: A review of empirical research using Thomson Reuters Asset4 data," Accounting and Finance, Accounting and Finance Association of Australia and New Zealand, vol. 62(4), pages 4523-4568, December.
    7. Duff, Angus, 2017. "Corporate social responsibility as a legitimacy maintenance strategy in the professional accountancy firm," The British Accounting Review, Elsevier, vol. 49(6), pages 513-531.

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