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Board members, corporate social responsiveness and profitability: Are tradeoffs necessary? [Book Review]
Journal of Business Ethics 8 (5):353 - 357 (1989)
Abstract
The relationship between corporate social responsiveness and profitability is investigated in a sample of corporate directors. The findings show there is no relationship between the level of director social responsiveness and corporate profitability. The implications of these results are discussed, especially as they relate to concerns about corporate governance.My notes
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Citations of this work
Corporate Social Responsibility: A Three-Domain Approach.Mark S. Schwartz & Archie B. Carroll - 2003 - Business Ethics Quarterly 13 (4):503-530.
Corporate Social Performance and Firm Risk: A Meta-Analytic Review.Marc Orlitzky & John D. Benjamin - 2001 - Business and Society 40 (4):369-396.
The construct validity of the Kinder, lydenberg & domini social performance ratings data.Mark Sharfman - 1996 - Journal of Business Ethics 15 (3):287 - 296.
Board Diversity and Corporate Social Responsibility: Empirical Evidence from France.Rania Beji, Ouidad Yousfi, Nadia Loukil & Abdelwahed Omri - 2020 - Journal of Business Ethics 173 (1):133-155.
Having, Giving, and Getting: Slack Resources, Corporate Philanthropy, and Firm Financial Performance.Bruce Seifert, Sara A. Morris & Barbara R. Bartkus - 2004 - Business and Society 43 (2):135-161.
References found in this work
The institutionalization of unethical behavior.LaRue T. Hosmer - 1987 - Journal of Business Ethics 6 (6):439 - 447.
Corporate social responsibility and organizational effectiveness: A multivariate approach. [REVIEW]Shaker A. Zahra & Michael S. LaTour - 1987 - Journal of Business Ethics 6 (6):459 - 467.
Measuring the relative importances of social responsibility components: A decision modeling approach. [REVIEW]Barbara A. Spencer & John K. Butler - 1987 - Journal of Business Ethics 6 (7):573 - 577.
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