Integrated and decoupled corporate social performance: Management commitments, external pressures, and corporate ethics practices

Gary R. Weaver, Linda K. Trevino, Philip L. Cochran

Research output: Contribution to journalArticle

469 Scopus citations

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.

Original languageEnglish (US)
Pages (from-to)539-552
Number of pages14
JournalAcademy of Management Journal
Volume42
Issue number5
DOIs
StatePublished - Jan 1 1999

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All Science Journal Classification (ASJC) codes

  • Business and International Management
  • Business, Management and Accounting(all)
  • Strategy and Management
  • Management of Technology and Innovation

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