Measuring Corporate Social Performance: A Review

By Donna J. Wood. 2010

1,052 citations recorded by the source corpus.

Subfields: Marketing, Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/b5c4aabd1ff80fa603cb1d3f93e5135d6fdf8190

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Marketing

1. Timo Busch
2. Herman Aguinis
3. G. Friede
4. Ante Glavas
5. T. Karagiorgos
6. Lammertjan Dam
7. Seyyed Alireza Saaeidi
8. Saudah Sofian

In Organizational Behavior and Human Resource Management

1. Ante Glavas
2. Herman Aguinis
3. Lammertjan Dam
4. Ken Kelley
5. Giovanna Campopiano
6. Linda J. Skitka
7. Christopher W Bauman
8. Michael Kühnen

In Strategy and Management

1. Ante Glavas
2. Herman Aguinis
3. Timo Busch
4. Lammertjan Dam
5. G. Friede
6. T. Karagiorgos
7. Bert Scholtens
8. Ken Kelley

Citations in the corpus

• What We Know and Don’t Know About Corporate Social Responsibility (2012, methodology): “, the organization is socially responsible) find greater alignment with the organization, and how does this perception influence their motivation, commitment, satisfaction, perceived work meaningfulness, and subjective well-being? Consequently, what is the impact of organizational-level CSR activiti”
• Corporate Social Performance and Firm Performance: Comparative Study among Developed and Emerging Market Firms (2019, background): “The stronger a firm’s involvement in CSR activities, the higher the economic and financial value for firms [57].”
• Corporate social responsibility as a source of employee satisfaction (2012, background): “…others have called for more precise theoretical accounts of the relation between CSR and financial performance to clarify the processes involved and identify important moderating conditions (Aguilera et al., 2007; Aguinis & Glavas, 2012; Rowley & Berman, 2000; Wood, 2010; Wood & Jones, 1995).”
• Do customer satisfaction and reputation mediate the CSR–FP link? Evidence from Australia (2012, background): “Thus, the benefits of CSR cannot be constrained to a single intangible benefit such as customer satisfaction, but rather can provide potentially many benefits (Weber, 2008, Wood, 2010).”
• Sensitive industries produce better ESG performance: Evidence from emerging markets (2017, background): “Wood (2010) suggested that studying CSR and the Corporate Financial Performance-CFP relationship is of no value to the CSR and Corporate Social Performance-CSP literature.”