Article1978

Adapting Corporate Structure for Social Responsiveness

22 citations0/0 files storedCalifornia Management Review

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Corporate Social Responsibility Reporting Management and Organizational Studies Corporate Social Responsibility and Sustainability

Abstract

A 1975 survey of 192 Fortune corporations revealed that decisions with considerable social implication are usually processed through specially created centers for social responsibility. While the most prevalent form of structural adaptation to the increasing need for social responsiveness was the creation of one or several permanent departments, preferences varied substantially by industry, by areas of social involvement, and by size of firm. A 1977 follow-up investigation of seventy-five firms indicated an increasing level of departmentalization, although the change was not statistically significant.

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2007The Social Responsibility of Business Is to Increase Its Profits 1971Business, society, and environment : social power and social response 1977Corporate Social Performance: Past and Present Areas of Commitment 1974Corporate social responsibility: Its managerial impact and implications 1973The corporate responsibility officer

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1995STAKEHOLDER MISMATCHING: A THEORETICAL PROBLEM IN EMPIRICAL RESEARCH ON CORPORATE SOCIAL PERFORMANCE 2009A History of Corporate Social Responsibility

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