Abstract

Though they have much in common, the fields of organizational effectiveness (OE) and corporate social performance (CSP) have developed independently. Although both areas deal with organization-environment interactions, each focus is different-OE focuses on how an organization "manages" its environment for its own ends whereas CSP focuses on an organization's responsibilities to, and performance vis-a-vis, its environment. Scholars within the two fields, therefore, have tended to take parallel, nonintersecting paths and, thus, have overlooked potential synergies. In calling attention to potental conceptual and empirical development at the intersection of OE and CSP, the authors examine similarities and differences between the two domains, propose a framework for analyzing congruity between an organization's functional and social performance, present illustrative cases to demonstrate the benefits of considering the OE-CSP interface, and suggest guidelines for conducting research at the OE-CSP interface.