dc.contributor.author | Boesso, Giacomo | |
dc.contributor.author | Kumar, Kamalesh | |
dc.contributor.author | Michelon, Giovanna | |
dc.date.accessioned | 2013-11-22T15:31:25Z | |
dc.date.issued | 2013-03-22 | |
dc.description.abstract | PURPOSE: The purpose of this study is to investigate whether the descriptive, instrumental, and
strategic approaches to corporate social responsibility (CSR) are related to corporate performance
(CP) and to determine the nature of this relationship, if any. Using data collected by KLD Research
Analytics and Global Reporting Initiative (GRI), the study examines the association between
companies’ choice of approaches to the CSR and CSR-CP relationship.
FINDINGS: Results of this study indicate that each of the three approaches to CSR—descriptive,
instrumental, and strategic—are associated with CP, but in different ways. While the instrumental
approach to CSR has a positive association with short-term measures of CP, the strategic approach
is associated with short-term and medium-term measures of CP, and the descriptive approach has
no definite association with CP at all.
ORIGINALITY: This study integrates the prevailing justifications for CSR with the taxonomy of
approaches to CSR—instrumental, descriptive and strategic—suggested in the literature. It has been
argued that these frameworks influence managers’ conception of what constitutes effective
stakeholder management and make a difference in how decision makers in an organization think
and act in crafting the company’s social initiatives and in deciding what the company aims to
achieve through these initiatives. By examining the association between companies’ approaches to
CSR and stakeholder management of the CSR-CP relationship, the study offers another perspective
of the ongoing debate in the social accounting literature about the accountability relationships
between business and society. | en_GB |
dc.identifier.citation | Vol. 26 (3), pp. 399 - 422 | en_GB |
dc.identifier.doi | 10.1108/09513571311311874 | |
dc.identifier.uri | http://hdl.handle.net/10871/13997 | |
dc.language.iso | en | en_GB |
dc.publisher | Emerald | en_GB |
dc.rights.embargoreason | Under embargo until 31 August 2015 in compliance with publisher policy | en_GB |
dc.subject | Stakeholder management | en_GB |
dc.subject | corporate social responsibility | en_GB |
dc.subject | corporate financial performance | en_GB |
dc.title | Descriptive, instrumental and strategic approaches to corporate social responsibility: Do they drive the financial performance of companies differently? | en_GB |
dc.type | Article | en_GB |
dc.identifier.issn | 0951-3574 | |
dc.description | This article is (c) Emerald Group Publishing and permission has been granted for this version to appear here https://ore.exeter.ac.uk/ Emerald does not grant permission for this article to be further copied/distributed or hosted elsewhere without the express permission from Emerald Group Publishing Limited. | en_GB |
dc.identifier.journal | Accounting, Auditing and Accountability Journal | en_GB |
refterms.dateFOA | 2019-03-26T09:13:37Z | |