Taking Friedman Seriously: Maximizing Profits and Social Performance*

By Bryan W. Husted, J. Salazar. 2006

715 citations recorded by the source corpus.

Subfields: Marketing, Safety Research, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/4ab297f8ec986f457648a6c72c5f3cfc57146bf8

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Citations in the corpus

Building corporate social responsibility into strategy (2009, background): “Whole Foods Market is not only meeting the welfare of society and addressing a social issue by offering differentiated products designed to properly nourish and maintain the health of individuals, but is consistently growing sales and profits, demonstrating that what is good for society does not hav”
Seeking Legitimacy Through CSR: Institutional Pressures and Corporate Responses of Multinationals in Sri Lanka (2015, neutral): “…on questions which ask whether companies should adopt discretionary CSR (Carroll 1979; Wartick and Mahon 1994) or strategic CSR (Husted 2001; Husted and Allen 2007; Husted and Salazar 2006) or whether they should be compelled or regulated to do so (Fairbrass 2011; Fairbrass and Zueva-Owens 2012).”
Strategic Corporate Social Responsibility and Environmental Sustainability (2011, background): “Husted and Salazar (2006) extended this framework and explained why organizations and society may be served better by strategic CSR than by coerced CSR. Cost-benefit analysis has also been applied to related outcomes, for example, by Siegel (2009) to environmental sustainability, by Mackey, Mackey,…”
When Does It Pay to be Good? Moderators and Mediators in the Corporate Sustainability–Corporate Financial Performance Relationship: A Critical Review (2017, background): “2013; Halme and Laurila 2009) or microeconomics (Husted and Salazar 2006), it is more beneficial for firms to follow a proactive rather than a reactive approach.”
Extending Corporate Social Responsibility Research to the Human Resource Management and Organizational Behavior Domains: A Look to the Future (2013, background): “813 suggests that managerial behavior should be rewarded (or punished) in such a way as to ensure that the actions of managers will be in line with interests of owners or shareholders (Husted & Salazar, 2006; Jensen, 2001).”
Beyond the Bounded Instrumentality in Current Corporate Sustainability Research: Toward an Inclusive Notion of Profitability (2011, background): “Not all companies will benefit from proactive environmental and social behavior and firms should choose strategically which environmental and/or social strategies they pursue or abandon (Arago ´n-Correa and Rubio-Lo ´pez 2007; Arago ´n-Correa and Sharma 2003; Husted and de Jesus Salazar 2006 ).”
Corporate social responsibility: Implications for performance excellence (2010, background): “Husted and de Jesus Salazar (2006) argue that greater overall social output will be achieved by strategically choosing CSR projects than just following altruistic purposes.”