Addressing a Lack of Theoretical Integration in Corporate Social Performance

Marc Orlitzky and Diane L. Swanson
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Marc Orlitzky: Pennsylvania State University Altoona
Diane L. Swanson: Kansas State University

Chapter 1 in Toward Integrative Corporate Citizenship, 2008, pp 11-34 from Palgrave Macmillan

Abstract: Abstract As indicated in the Introduction to Part I, the business and society field at large and corporate social performance topics in particular have been shaped by two dominant orientations, referred to here as economic-focused and duty-aligned perspectives. The purpose of this chapter is to describe the two perspectives, demonstrate their lack of integration, and identify the problems posed for integrative theory development. To preview, their lack of integration means that restraining unethical behavior by social control that is normatively undefined is emphasized to the detriment of a more forward-looking, affirmative view of business’s role in society. Practically speaking, this fuels the misperception among practicing managers that economics and ethics do not mix, as indicated by the familiar refrain that ‘business ethics is an oxymoron’ (Swanson, 2002; 2008). One goal of integration is to point managers to a holistic approach that counteracts this myth.

Keywords: Business Ethic; Social Control; Corporate Social Performance; Corporate Philanthropy; Moral Motivation (search for similar items in EconPapers)
Date: 2008
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Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-0-230-59470-8_2

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DOI: 10.1057/9780230594708_2

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