The DOI matches its Crossref record; 3 of the 3 references it cites were found in a registry or an index.
INTEGRATED AND DECOUPLED CORPORATE SOCIAL PERFORMANCE: MANAGEMENT COMMITMENTS, EXTERNAL PRESSURES, AND CORPORATE ETHICS PRACTICES.
Abstract
Corporations can respond to expectations for socially responsible processes and outcomes in organizationally integrated ways or in easily decoupled fashion. This study focused on a particular type of socially responsible organizational process: formal corporate ethics programs. Theory suggests that external pressures for social performance encourage easily decoupled processes but that top management commitments can encourage both easily decoupled and integrated processes. Analysis of survey and archival data generally supported this position. Implications for social performance research, practice, and public policy are discussed.
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Cites
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Cited by
Behavioral Ethics in Organizations: A Review
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Self-citationMorsing, M., & Schultz, M. (2006) · Business Ethics: A European Review · doi:10.1111/j.1467-8608.2006.00460.x · Cited by 1,653
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Self-citationParadox research in management science: Looking back to move forward
Schad, J., Lewis, M. W., Raisch, S., & Smith, W. K. (2016) · Academy of Management Annals · doi:10.5465/19416520.2016.1162422 · Cited by 1,385
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Corporate social responsibility and employee commitment
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The Worldwide Diffusion of the Global Reporting Initiative: What Is the Point?
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Microfoundations of Corporate Social Responsibility and Irresponsibility
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License to critique: A communication perspective on sustainability standards
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Metadata
- Authors
- Weaver, G. R., Trevino, L. K., & Cochran, P. L.
- Venue
- Academy of Management Journal
- Publisher
- Academy of Management
- Published
- 1999-10-01
- Volume
- 42
- Issue
- 5
- Pages
- 539-552
- ISSN
- 0001-4273 (ISSN-L)
- 1948-0989
- OpenAlex
- W2165713449
- Cited by
- 936
- References
- 3
- FWCI
- 22.21
- Type
- journal article
- Language
- en
- Open access
- closed
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