Corporate social performance: a processual view
Paper i proceeding, 2005

This paper develops an empirically grounded, processual view of corporate social performance (CSP) by analyzing how internal organizational processes affect a firm’s social performance. Based on two case studies, we argue that changes in a firm’s social performance are triggered by continuously reoccurring instances of poor fit between the firm’s routines and its institutional environment. We propose that reactive change processes, initiated by stakeholder critique threatening the organizations legitimacy, will result in isomorphic type of social performance changes. In comparison, proactive change processes, initiated by slack resources, are more likely to result in non-isomorphic type of social performance changes. Furthermore, we propose that top-down driven processes will result in structural social performance changes in the direction of internationally influential stakeholders’ demands, while bottom-up driven processes will result in output social performance changes in the direction of locally influential stakeholders’ demands.

case studies

process

CSP

Tanzania

corporate social performance

Sudan

Författare

Niklas Egels

Olof Zaring

Chalmers, Teknikens ekonomi och organisation, Industriell dynamik

Proceedings of 16th Annual Conference of the International Association for Business and Society

Ämneskategorier

Ekonomi och näringsliv