Corporate Social Performance, Stakeholder Satisfaction, and Generalizability Theory

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

Chapter 8 in Toward Integrative Corporate Citizenship, 2008, pp 192-211 from Palgrave Macmillan

Abstract: Abstract Corporate social performance research implies that, ideally, organizational researchers can measure fairly accurately when a company ‘does good’ and strives for a better society. However, in a post-Enlightenment world in which moral language seems to have lost much of its substance (Maclntyre, 1984), we cannot, in fact, presume that ‘good’ corporate behavior is self-evident. Instead, researchers must continuously keep a critical attitude toward many so-called ‘good’ organizational policies, such as those related to affirmative action and work/life balance, for instance. Organizational activities or values are rarely absolutely or generally ‘good’, but instead the virtue of particular actions can only be evaluated in particular contexts by particular stakeholder groups (Maclntyre, 1988). This goes to the importance of an organization’s ability to incorporate feedback from stakeholders, as stressed in Chapter 3.

Keywords: Corporate Social Responsibility; Business Ethic; Stakeholder Group; Socially Responsible Investment; Corporate Social Performance (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_9

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DOI: 10.1057/9780230594708_9

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