Abstract:Extrapolating from Carroll’s four domains of corporate social responsibility (1979) and Pyramid of CSR (1991), an alternative approach to conceptualizing corporate social responsibility (CSR) is proposed. A three-domain approach is presented in which the three core domains of economic, legal, and ethical responsibilities are depicted in a Venn model framework. The Venn framework yields seven CSR categories resulting from the overlap of the three core domains. Corporate examples are suggested and classified according to the new model, followed by a discussion (...) of limitations and teaching and research implications. (shrink)

This paper seeks to discover whether companies that adopt a stakeholder approach, and thereby demonstrate a wider remit of corporate responsibility, provide inferior returns to those that embrace the shareholder value approach. To classify approaches, mission statements were analysed, the final sample comprising 32 shareholder oriented companies and 48 stakeholder oriented companies. To assess performance both accounting–based and market–based measures were used. A number of moderating variables were taken into account: systematic (beta) risk, gearing (long–term debt to total long–term finance), (...) tax ratios, and firm size. ANOVA and Kruskall–Wallis tests revealed that mission orientation did not affect performance, whether in terms of stock returns or excess returns. Neither were accounting returns on equity different overall, although shareholder oriented companies experienced wider variations in this measure. A number of multiple regressions were also performed. However, the mission dummy was not found to be a significant variable. (shrink)

This paper seeks to discover whether companies that adopt a stakeholder approach, and thereby demonstrate a wider remit of corporate responsibility, provide inferior returns to those that embrace the shareholder value approach. To classify approaches, mission statements were analysed, the final sample comprising 32 shareholder oriented companies and 48 stakeholder oriented companies. To assess performance both accounting–based and market–based measures were used. A number of moderating variables were taken into account: systematic (beta) risk, gearing (long–term debt to total long–term finance), (...) tax ratios, and firm size. ANOVA and Kruskall–Wallis tests revealed that mission orientation did not affect performance, whether in terms of stock returns or excess returns. Neither were accounting returns on equity different overall, although shareholder oriented companies experienced wider variations in this measure. A number of multiple regressions were also performed. However, the mission dummy was not found to be a significant variable. (shrink)

More companies are publishing environmental and social reports, but concerns remain about the extent to which these reports reflect a genuine intention of businesses to make themselves accountable for their social and environmental performance or whether they are merely a way of maintaining corporate reputation in the face of external criticism. Dialogue with stakeholders lies at the heart of Corporate Social Responsibility practice. While questionnaire surveys are a main method for consulting large stakeholder groups, little has been written about how (...) the data used in CSR reports are generated. This paper argues that the survey method can be adapted in ways to promote dialogue and hence stakeholder inclusion, without loss of technical rigour. It presents a case study of how one company conducted a large‐scale multinational employee survey and identifies key design features of the survey process that were used to enhance the quality of dialogue between the company and its employees. The purpose of stakeholder consultation and dialogue is to find mutually agreed solutions to identified issues of concern. It can only claim to be an ethical business practice if it strives to achieve this overarching purpose. (shrink)

More companies are publishing environmental and social reports, but concerns remain about the extent to which these reports reflect a genuine intention of businesses to make themselves accountable for their social and environmental performance or whether they are merely a way of maintaining corporate reputation in the face of external criticism. Dialogue with stakeholders lies at the heart of Corporate Social Responsibility practice. While questionnaire surveys are a main method for consulting large stakeholder groups, little has been written about how (...) the data used in CSR reports are generated. This paper argues that the survey method can be adapted in ways to promote dialogue and hence stakeholder inclusion, without loss of technical rigour. It presents a case study of how one company conducted a large‐scale multinational employee survey and identifies key design features of the survey process that were used to enhance the quality of dialogue between the company and its employees. The purpose of stakeholder consultation and dialogue is to find mutually agreed solutions to identified issues of concern. It can only claim to be an ethical business practice if it strives to achieve this overarching purpose. (shrink)

The main thesis guiding the conceptual development of our corporate performance measurement model is that business success – defined as long-term survival and growth – is determined by relationship quality (1) among the various organizational departments (internal stakeholders), (2) between internal and external stakeholders, and (3) between internal and distal stakeholders. Relationship quality among internal stakeholders is conceptualized and operationalized in terms of internal service quality. Relationship quality between internal and external stakeholders is conceptualized and operationalized in terms of external (...) service quality. Relationship quality between internal and distal stakeholders is conceptualized and operationalized in terms of company goodwill. Thus, corporate performance of manufacturing firms can be measured by a survey of representatives of internal, external, and distal stakeholders. Corporate strategies can be developed as a direct function of strengths and weaknesses uncovered by corporate performance measurement. (shrink)

This paper advances the Hunt–Vitell General Theory of Marketing Ethics as a framework for enriching current understanding of both long-term marketing relationships in general, and principal-agent associations specifically. Under economic models of agency theory, manufacturer-distributor relationships are conceptualized as principal-agent associations where both parties are assumed be motivated exclusively by short-term financial self-interest within the logical constraints of zero-sum game conditions. As a general model of ethical decision making and behavior in marketing, the Hunt–Vitell theory illustrates how ethical decisions are (...) predicated not only upon estimations of potential benefits or outcomes (using teleological criteria), but also deontological evaluations which invoke norms and values. Furthermore, the recent ideas advanced in "relationship marketing" perspectives suggest that distribution channel associations premised upon non-zero-sum or symbiotic assumptions may be more effective and more jointly profitable. Based upon the Hunt–Vitell model, propositions are formulated that complement the understanding of agency theory within the context of marketing channel relationships, and thus, may represent a basis for more effective agency selection and interaction in marketing practice. (shrink)