Corporate social performance disoriented: saving the lost paradigm?

Jean Pascal Gond, Andrew Crane

Research output: Contribution to journalArticle

59 Citations (Scopus)

Abstract

Corporate social performance (CSP) has been a prominent concept in the management literature dealing with the social role and impacts of the corporation; it has been promulgated as a unifying paradigm for the field. However, the concept of CSP is still lacking strong theoretical foundations and empirical validity, suggesting that the paradigmatic status of CSP might be lost. In this paper, the authors draw on Hirsch and Levin's (1999) life cycle approach to explore the development of CSP as a concept, explain why it has so recurrently failed to deliver on these dimensions, and offer possible routes for future research that may potentially ameliorate this problem.

Original languageEnglish
Pages (from-to)677-703
Number of pages27
JournalBusiness & Society
Volume49
Issue number4
DOIs
Publication statusPublished - Dec 2010

Keywords

  • Corporate Social Performance
  • Corporate Social Responsibility
  • measurement
  • theory building

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