California Management Review · 1977 · 337 citations · 0 references
EducationOrganizational CultureOrganizational BehaviorStrong Social ResponsivenessCorporate StrategyManagement EffectivenessManagementCorporate ResponsesCorporate Social ResponsibilityCorporate GovernanceStrategic ManagementCorporate Social PerformanceBetter Financial PerformanceOrganizational CommunicationBusinessSocial BusinessCorporate Social ResponsivenessBusiness StrategySocial ResponsivenessSocial Responsibility
The policies and practices of corporations are shaped by their top management groups. The attitudes and values of these executives influence significantly whether or not those policies and practices are responsive to the expectations of the broader society. This article demonstrates not only a relationship between management values and corporate social responsiveness, but also that companies with strong social responsiveness generally enjoy better financial performance than their less responsive industry counterparts.