Toward Integrative Corporate Citizenship

PART I: THEORIES OF CORPORATE SOCIAL PERFORMANCE: TOWARD A NEW VISION OF THEORETICAL INTEGRATION OF VALUE-BASED BUSINESS LEADERSHIP Addressing a Lack of Theoretical Integration in Corporate Social Performance Toward an Integrative Theory of Value-Based Leadership Value Attunement: Exploring the Potential for Responsible Executive Decision Making PART II: EMPIRICAL RESEARCH INTEGRATION: BUSINESS SOCIAL PERFORMANCE, RISK, AND FINANCIAL PERFORMANCE Corporate Social and Financial Performance: An Integrative Review Corporate Social Performance and Business Risk Organizational Size, Corporate Social Performance, and Business Performance Doing Well by Doing Good: Objective Findings, Subjective Assumptions, or Selective Amplification? PART III: IMPLICATIONS FOR MEASUREMENT AND IMPLEMENTATION: TOWARD AN INTEGRATIVE PERSPECTIVE ON CORPORATE SOCIAL PERFORMANCE Corporate Social Performance, Stakeholder Satisfaction, and Generalizability Theory Normative Myopia, Executives' Personality, and Preference for Pay Dispersion: Implications for Corporate Social Performance Prospects for Integrative Citizenship in Research and Practice