The literature on corporate social responsibility (CSR) has often highlighted the importance of the organizational outcomes that originate from addressing the concerns of society. This review synthesizes the burgeoning research on these outcomes, providing a state-of-the-art analysis of the extant knowledge. As I show, most of the studies in this area have been published after 2011, which makes a critical review timely. Moreover, this review reduces the fragmentation of research, by providing a categorization of the organizational outcomes of CSR that is more consistent than previous miscellaneous lists. This categorization is based on the partition of stakeholder roles advanced in Wood & Jones (1995), in which stakeholders set the expectations for firm behavior, experience a firm’s policies and action, and evaluate the firm. Starting from this categorization, I also provide an integrative framework that describes the processes that connect CSR to organizational response. The framework identifies differences among the three stakeholder roles in terms of how they lead to responses. I use this framework to reveal important knowledge gaps in the literature and suggest opportunities for future research.
The Organizational Outcomes of Corporate Social Responsibility: A Review of the Literature
Misani
2017
Abstract
The literature on corporate social responsibility (CSR) has often highlighted the importance of the organizational outcomes that originate from addressing the concerns of society. This review synthesizes the burgeoning research on these outcomes, providing a state-of-the-art analysis of the extant knowledge. As I show, most of the studies in this area have been published after 2011, which makes a critical review timely. Moreover, this review reduces the fragmentation of research, by providing a categorization of the organizational outcomes of CSR that is more consistent than previous miscellaneous lists. This categorization is based on the partition of stakeholder roles advanced in Wood & Jones (1995), in which stakeholders set the expectations for firm behavior, experience a firm’s policies and action, and evaluate the firm. Starting from this categorization, I also provide an integrative framework that describes the processes that connect CSR to organizational response. The framework identifies differences among the three stakeholder roles in terms of how they lead to responses. I use this framework to reveal important knowledge gaps in the literature and suggest opportunities for future research.
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