Journal of Business Ethics 103 (2):167-188 (2011)

Abstract
This study complements previous empirical research on the business case for corporate social responsibility (CSR) by employing hitherto unused data on corporate social performance (CSP) and proposing statistical analyses to account for bi-directional causality between social and financial performance. By allowing for differences in the importance of single components of CSP between industries, the data in this study overcome certain limitations of the databases used in earlier studies. The econometrics employed offer a rigorous way of addressing the problem of endogeneity due to simultaneous causality. Although the study’s results provide no evidence that there is a generic or universal business case for CSR, they indicate that there is a strong link between single stakeholder-related issues of CSR and financial performance. However, the analysis does not establish causality within these relationships
Keywords business case  corporate social responsibility  corporate social performance  CSP/CFP link  empirical  causality
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DOI 10.1007/s10551-011-0867-0
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Stakeholder Influence Capacity and the Variability of Financial Returns to Corporate Social Responsibility.Michael L. Barnett - 2005 - Proceedings of the International Association for Business and Society 16:287-292.

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Stakeholder Influence Capacity and the Variability of Financial Returns to Corporate Social Responsibility.Michael L. Barnett - 2005 - Proceedings of the International Association for Business and Society 16:287-292.
Corporate Social Performance Profiling: The Importance Of Multiple Stakeholder Perceptions.Steven L. Wartick & John F. Mahon - 2009 - Proceedings of the International Association for Business and Society 20:326-336.

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