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  1. Corporate Social Performance As a Competitive Advantage in Attracting a Quality Workforce.Daniel W. Greening & Daniel B. Turban - 2000 - Business and Society 39 (3):254-280.
    Several researchers have suggested that a talented, quality workforce will become a more important source of competitive advantage for firms in the future. Drawing on social identity theory and signaling theory, the authors hypothesize that firms can use their corporate social performance (CSP) activities to attract job applicants. Specifically, signaling theory suggests that a firm’s CSP sends signals to prospective job applicants about what it would be like to work for a firm. Social identity theory suggests that job applicants have (...)
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  • Corporate social performance and attractiveness as an employer to different job seeking populations.Heather Schmidt Albinger & Sarah J. Freeman - 2000 - Journal of Business Ethics 28 (3):243 - 253.
    This study investigates the hypothesis that the advantage corporate social performance (CSP) yields in attracting human resources depends on the degree of job choice possessed by the job seeking population. Results indicate that organizational CSP is positively related to employer attractiveness for job seekers with high levels of job choice but not related for populations with low levels suggesting advantages to firms with high levels of CSP in the ability to attract the most qualified employees.
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  • Giving back: An examination of the philanthropic motivations, orientations and activities of large Black-owned businesses. [REVIEW]Vickie Cox Edmondson & Archie B. Carroll - 1999 - Journal of Business Ethics 19 (2):171 - 179.
    This study of philanthropy among large Black-owned businesses provides insights into a sector of business giving which has not been studied. Results indicate that philanthropy and ethical justifications play a more important role in minority business enterprises than in non-minority firms studied previously.
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  • Institutional ownership of stock and dimensions of corporate social performance: An empirical examination. [REVIEW]Betty S. Coffey & Gerald E. Fryxell - 1991 - Journal of Business Ethics 10 (6):437 - 444.
    Collectively, institutions own an increasing proportion of outstanding corporate equities. As an emergent force in shaping corporate America, the linkages between institutional ownership and corporate social performance (CSP) require empirical examination. Not only do corporate policy makers need to know those areas where social performance may lure or inhibit capital infusions, lawmakers also need a better understanding of the social forces guiding corporate policy. As anticipated, this study found a positive relationship between the amount of institutional ownership of corporate stock (...)
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  • (1 other version)The annual meeting: The annual meeting.[author unknown] - 1928 - Philosophy 3 (12):562-569.
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  • U.S. Consumer Sensitivity to Corporate Social Performance.Karen Paul, Lori M. Zalka, Meredith Downes, Susan Perry & Shawnta Friday - 1997 - Business and Society 36 (4):408-418.
    This study develops a scale to measure consumer sensitivity to corporate social performance (CSCSP) using the factor analysis procedure to generate a valid and reliable 11-item scale. Results from a U.S. sample of M.B.A. students suggest that women are more sensitive to CSP than men and that Democrats are more sensitive to CSP than Republicans. Future research can use this scale to measure the correlation between attitudes toward CSP and actual behavior.
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