The Oxford Handbook of Corporate Social Responsibility
Crane, Andrew, George R. Gardiner Professor of Business Ethics, Schulich School of Business at York Unviersity, Toronto
McWilliams, Abagail, Professor in the College of Business, University of Illinois, Chicago
Matten, Dirk, Hewlett-Packard Chair in Corporate Social Responsibility, Schulich School of Business, York University, Toronto
Moon, Jeremy, Professor and Director of the International Centre for Corporate Social Responsibility, Nottingham University Business School
Siegel, Donald S., Professor of Entrepreneurship, University of California, Riverside
Print publication date: 2008 (this edition) Print ISBN-13: 978-0-19-921159-3
Published to Oxford Handbooks Online: September 2009




5 Corporate Social Performance and Financial Performance
A Research Synthesis
doi:10.1093/oxfordhb/9780199211593.003.0005

Marc Orlitzky
Abstract: Introduction – The Two Core Constructs – The General Conclusions – Mediators: The Causal Mechanisms that Link CC and CFP – Moderators: The Contingency Factors on which the CC-CFP Relationship Depends – Confounding Variables – Conclusions: Research Politics and Future Directions

Keywords: factor, financial, performance, media, moderator,

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Marc Orlitzky (Ph.D., University of Iowa) is Associate Professor of Management, Division of Business and Engineering, Pen State Univesity. His research interests include corporate social responsibility, business ethics, strategic human resource management, and organizational and small-group performance. He serves on the editorial review boards of the Academy of Management Journal and Encyclopedia of Business Ethics and Society and has published several empirical studies of corporate social performance in a variety of publication outlets.
 
Marc Orlitzky
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Contents
 
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Full Book Contents
I Introduction
1 The Corporate Social Responsibility Agenda
II Perspectives on Corporate Social Responsibility
2 A History of Corporate Social Responsibility
3 Corporate Social Responsibility Theories
4 The Business Case for Corporate Social Responsibility
5 Corporate Social Performance and Financial Performance
III Critiques of Corporate Social Responsibility
6 Principals and Agents
7 Rethinking Corporate Social Responsibility and the Role of the Firm—On the Denial of Politics*
8 Critical Theory and Corporate Social Responsibility*
9 Much Ado about Nothing
IV Actors and Drivers
10 Top Managers as Drivers for Corporate Social Responsibility
11 Socially Responsible Investment and Shareholder Activism*
12 Consumers as Drivers of Corporate Social Responsibility
13 Corporate Social Responsibility, Government, and Civil Society
V Managing Corporate Social Responsibility
14 Corporate Governance and Corporate Social Responsibility
15 Stakeholder Theory
16 Responsibility in the Supply Chain
17 Corporate Social Responsibility
VI Corporate Social Responsibility in Global Context
18 Globalization and Corporate Social Responsibility
19 Corporate Social Responsibility and Theories of Global Governance
20 Corporate Social Responsibility in a Comparative Perspective
21 Corporate Social Responsibility in Developing Countries
VII Future Perspectives and Conclusions
22 Educating for Responsible Management
23 Corporate Social Responsibility
24 Senior Management Preferences and Corporate Social Responsibility
25 The Transatlantic Paradox
26 Spirituality as a Firm Basis for Corporate Social Responsibility
27 Future Perspectives of Corporate Social Responsibility*
28 Conclusion
Index
 
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