Hostname: page-component-77f85d65b8-5ngxj Total loading time: 0 Render date: 2026-04-18T16:20:22.185Z Has data issue: false hasContentIssue false
  • English
  • Français

Reconsidering Instrumental Corporate Social Responsibility through the Mafia Metaphor

Published online by Cambridge University Press:  23 January 2015

Jean-Pascal Gond ,
Guido Palazzo  and
Kunal Basu
Get access Rights & Permissions [Opens in a new window]

Abstract:

The purpose of this paper is to critically evaluate the instrumental perspective on Corporate Social Responsibility (CSR) in practice and theory by relying on sociological analyses of a well known organization: the Italian Mafia. Legal businesses might share features of the Mafia, such as the propensity to exploit a governance vacuum in society, a strong organizational identity that demarcates the inside from the outside, and an extreme profit motive. Instrumental CSR practices have the power to accelerate a firm's transition to Mafia status through its own pathologies. The boundaries of such instrumentalism are explored and lessons for future CSR research derived, with specific emphasis on a firm's social and normative embeddedness, taking into account the inherent challenge of regulating corporate behaviour in the global economy.

Information

Type
Articles
Information
Business Ethics Quarterly , Volume 19 , Issue 1 , January 2009 , pp. 57 - 85
Copyright
Copyright © Society for Business Ethics 2009

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

Article purchase

Temporarily unavailable

References

Agle, B. R., & Kelley, P. C. 2001. Ensuring validity in the measurement of corporate social performance: lessons from corporate United Way and PAC campaigns. Journal of Business Ethics, 31: 271–84.CrossRefGoogle Scholar
Akerlof, G. 1970. The market for “lemons”: Quality uncertainty and the market mechanism. Quarterly Journal of Economics, 84(3): 488–501.CrossRefGoogle Scholar
Albert, S., & Whetten, D. 1985. Organizational identity. Research in organizational behaviour, 7: 263–95.Google Scholar
Albinger, H. S., & Freeman, S. J. 2000. Corporate social performance and attractiveness as an employer to different job seeking populations. Journal of Business Ethics, 28(3): 243–53.CrossRefGoogle Scholar
Allouche, J., & Laroche, P. 2005. A meta-analytical examination of the link between corporate social and financial performance. Revue Française de Gestion des Ressources Humaines, 57: 18–41.Google Scholar
Alvesson, M., & Willmott, H. 1996. Making sense of management. London: Sage.Google Scholar
Arendt, H. 1963. Eichmann in Jerusalem: A report on the banality of evil. New York: The Viking Press.Google Scholar
Ashforth, B. E., & Anand, V. 2003. The normalization of corruption in organizations. Research in Organizational Behavior, 25: 1–52.CrossRefGoogle Scholar
Ashforth, B. E., & Mael, F. A. 1989. Social identity theory and the organization. Academy of Management Review, 14(1): 20–39.CrossRefGoogle Scholar
Bandura, A. 1999. Moral disengagement in the perpetration of inhumanities. Personality and Social Psychology Review, 3: 193–209.CrossRefGoogle ScholarPubMed
Bandura, A. 2002. Selective moral disengagement in the exercise of moral agency. Journal of Moral Education, 31: 101–19.CrossRefGoogle Scholar
Banerjee, S. B. 2003. Who sustains whose development? Sustainable development and the reinvention of nature. Organization Studies, 24: 143–80.CrossRefGoogle Scholar
Banerjee, S. B. 2008. Corporate social responsibility: The good, the bad and the ugly. Critical Sociology, 34(1): 51–79.CrossRefGoogle Scholar
Barley, S. R. 2007. Corporations, democracy, and the public good. Journal of Management Inquiry, 16: 201–15.CrossRefGoogle Scholar
Bass, B. M., & Steidlmeier, P. J. 1999. Ethics, character, and authentic transformational leadership. Leadership Quarterly, 19(2): 181–217.CrossRefGoogle Scholar
Basu, K. & Palazzo, G. 2008. Corporate Social Responsibility: A process model of sensemaking. Academy of Management Review, 33(1): 122–36.CrossRefGoogle Scholar
BBC 2007. Yahoo “helped jail China writer.” http://news.bbc.co.uk/17hi/world/asia-pacific/4221538.stm. Accessed 21 May 2008.Google Scholar
Beck, U. 2000. What is globalization? Cambridge: Polity Press.Google Scholar
Berman, S. L., Wicks, A. C., Kotha, S., & Jones, T. M. 1999. Does stakeholder orientation matter? The relationship between stakeholder management models and firm financial performance. Academy of Management Review, 42(5): 488–506.Google Scholar
Bhattacharya, C. B., & Sen, S. 2004. Doing better at doing good: When, why and how consumers respond to corporate social initiatives. California Management Review, 47(1): 9–24.CrossRefGoogle Scholar
Blackhaus, K., Stone, B. A., & Heiner, K. 2002. Exploring the relationship between corporate social performance and employer attractiveness. Business and Society, 41(3): 292–318.CrossRefGoogle Scholar
Blowfield, M., & Frynas, J. G. 2005. Setting new agenda: Critical perspectives on corporate social responsibility in the developing world. International Affairs, 81: 499–513.CrossRefGoogle Scholar
Bonardi, J. P., & Keim, G. 2005. Corporate political strategies for widely salient issues. Academy of Management Review, 30: 555–76.CrossRefGoogle Scholar
Bourgeois, P. 1995. In search for respect: Selling crack in El Barrio. Cambridge: Cambridge University Press.Google Scholar
Brammer, S., Millington, A., & Rayton, B. 2007. The contribution of corporate social responsibility to organizational commitment. International Journal of Human Resource Management, 18(10): 1701–1719.CrossRefGoogle Scholar
Brief, A. P., Buttram, R. T., & Dukerich, J. M. 2000. Collective corruption in the corporate world: Toward a process model. In Turner, M. E. (Ed.), Groups at work: Advances in theory and research: 471–99. Hillsdale, NJ: Lawrence Erlbaum.Google Scholar
Burrell, G., & Morgan, G. 1979. Sociological paradigms and organisational analysis: Elements of the sociology of corporate life. London: Heinemann.Google Scholar
Catanzaro, R. 1985. Enforcers, entrepreneurs, and survivors: How the Mafia has adapted to change. British Journal of Sociology, 36(1): 34–57.CrossRefGoogle Scholar
Chatterji, A., & Levine, D. 2006. Breaking down the wall of codes: Evaluating non-financial performance measurement. California Management Review, 48(2): 29–51.CrossRefGoogle Scholar
Colle, S., & Gonella, C. 2002. The social and ethical alchemy: An integrative approach to social and ethical accountability. Business Ethics: A European Review, 11(1): 86–96.CrossRefGoogle Scholar
Crane, A. 2000. Corporate greening as amoralization. Organization Studies, 21: 673–97.CrossRefGoogle Scholar
Crane, A., & Matten, D. 2004. Business ethics: A European perspective; Managing corporate citizenship and sustainability in the age of globalization. Oxford: Oxford University Press.Google Scholar
Dahlkamp, J.; Deckstein, D., & Schmitt, J. 2008. Die Firma. Der Spiegel 16: 76–90.Google Scholar
Déjean, F., Gond, J.-P., & Leca, B. 2004. Measuring the unmeasured: An institutional entrepreneur strategy in an emergent industry. Human Relations, 57(6): 740–65.CrossRefGoogle Scholar
Dewey, J. 1954. The public and its problems. Athens: Ohio University Press.Google Scholar
Dickie, J. 2004. Cosa nostra: A history of the Sicilian mafia. London: Hodder & Stoughton.Google Scholar
Donaldson, T. 1996. Values in tension: Ethics away from home. Harvard Business Review, 74: 48–62.Google Scholar
Donaldson, T., & Dunfee, T. W. 1994. Toward a unified conception of business ethics: Integrative social contracts theory. Academy of Management Review, 19: 252–84.CrossRefGoogle Scholar
Donaldson, T., & Preston, L. E. 1995. The stakeholder theory of the corporation: Concepts, evidence, and implications. Academy of Management Review, 20(1): 65–91.CrossRefGoogle Scholar
Drissner, G., Volland, B., Eikenaar, A., Gerstenberg, F., Jansen, N., Kruse, K., Laermann, J., Mathes, W., Nübel, R., Parth, C., Pelizzoli, M., Quadrino, K., & Weitz., R. 2007. Grüsse aus San Luca. Der Stern, 09 February 2007. Available at http://www.stem.de/politik/panorama/596653.html?nv=cb.Google Scholar
Dunfee, T. W., & Fort, T. L. 2003. Corporate hypergoals, sustainable peace, and the adapted firm. Vanderbilt Journal of Transnational Law, 36: 563–617.Google Scholar
Eisenhardt, K. M., & Sull, D. N. 2001. Strategy as simple rules. Harvard Business Review, 79(1): 106–17.Google ScholarPubMed
Elkington, J. 1997. Cannibals with forks: The triple bottom line of the 21st century business. Oxford: Capstone Publishing.Google Scholar
Elsbach, K. D., & Sutton, R. I. 1992. Acquiring organizational legitimacy through illegitimate actions: A marriage of institutional and impression management theories. Academy of Management Journal, 35(4): 699–738.CrossRefGoogle Scholar
Entine, J. 2007. Chiquita counts the cost of honesty. The Ethical Corporation (May): 74.Google Scholar
Falcone, G. 1991. Cose di cosa nostra. Milano: Rizzoli.Google Scholar
Ferraro, F., Pfeffer, J., & Sutton, R. I. 2005. Economic language and assumptions: How theories can become self-fulfilling. Academy of Management Review, 30(1): 8–24.CrossRefGoogle Scholar
Fombrun, C. J. 2005. The leadership challenge: Building resilient corporate reputations. In Doh, J. P. & Stumpf, S. A. (Eds.), Handbook on responsible leadership and governance in global business. Cheltenham, UK: Edward Elgar: 54–68.Google Scholar
Frederick, W. C. 1987. Theories of corporate social performance. In Sethi, S. P. & Falbe, C. (Eds.), Business and society: Dimensions of conflict and cooperation : 142–61. New York: Lexington Books.Google Scholar
Freedman, J. L., & Fraser, S. C. 1966. Compliance without pressure: The foot-in-the-door technique. Journal of Personality and Social Psychology, 4(2): 195–202.CrossRefGoogle ScholarPubMed
Freeman, R. E. 1994. The politics of stakeholder theory: some future directions. Business Ethics Quarterly, 4: 409–22.CrossRefGoogle Scholar
Friedman, M. 1962. Capitalism and Freedom. Chicago: University of Chicago Press.Google Scholar
Friedman, M. 1970. The social responsibility of business is to increase its profits. The New York Times Magazine (13 September): 32–33, 122, 124, 126.Google Scholar
Frynas, J. G. 2005. The false developmental promise of corporate social responsibility: Evidence from multinational oil companies. International Affairs, 81: 581–98.CrossRefGoogle Scholar
Gallager, J. A., & Goodstein, J. 2002. Fulfilling institutional responsibilities in health care: Organizational ethics and the role of mission discernment. Business Ethics Quarterly, 12: 433–31.CrossRefGoogle Scholar
Gambetta, D. 1993. The Sicilian mafia. The business of private protection. Cambridge, MA: Harvard University Press.Google Scholar
Gambetta, D., & Reuter, P. 1995. Conspiracy among the many. The mafia in legitimate industries. In Fiorentini, G. & Peltzman, S. (Eds.), The economics of organized crime Cambridge: Cambridge University Press, 116–36.Google Scholar
Gardberg, N. A., & Fombrun, C. J. 2006. Corporate citizenship: Creating intangible assets across institutional environments. Academy of Management Review, 31: 329–46.CrossRefGoogle Scholar
Garriga, E., & Melé, D. 2004. Corporate social responsibility: Mapping the conceptual territory. Journal of Business Ethics, 53: 51–71.CrossRefGoogle Scholar
Gerber, J. 2000. On the relationship between organized and white-collar crime: Government, business, and criminal enterprise in post-communist Russia. European Journal of Crime, Criminal Law and Criminal Justice, 8(4): 327–42.CrossRefGoogle Scholar
Ghoshal, S. 2005. Bad management theories are destroying good management practices. Academy of Management Learning and Executives, 4(1): 75–92.Google Scholar
Gioia, D. A. 1999. Practicability, paradigms, and problems in stakeholder theorizing. Academy of Management Review, 24(2): 228–32.Google Scholar
Gond, J.-P., & Crane, A.Forthcoming. Corporate social performance disoriented: Saving the lost paradigm? Business and Society.Google Scholar
Gond, J.-P., & Matten, D. 2007. Rethinking the corporation-society interface: Beyond the functionalist trap. Paper presented at the Academy of Management, Philadelphia.Google Scholar
Goodpaster, K. 1991. Business ethics and stakeholder analysis. Business Ethics Quarterly, 1: 53–73.Google Scholar
Gouldner, A. W. 1964. Pattems of industrial bureaucracy. New York: Free Press.Google Scholar
Granovetter, M. 1985. Economic action and social structure: The problem of embeddedness. American Journal of Sociology, 91(3): 481–510.CrossRefGoogle Scholar
Greening, D. W., & Turban, D. B. 2000. Corporate social performance as a competitive advantage in attracting a quality workforce. Business and Society, 39(3): 254–303.CrossRefGoogle Scholar
Habermas, J. 2001. The postnational constellation. Cambridge, MA: MIT Press.Google Scholar
Hill, C. W. L., Kelley, P. C., Agle, B. R., Hitt, M. A., & Hoskisson, R. E. 1992. An empirical examination of the causes of corporate wrongdoing in the United States. Human Relations, 45: 1055–76.CrossRefGoogle Scholar
Hinings, C. R., & Greenwood, R. 2002. Disconnects and consequences in organization theory? Administrative Science Quarterly, 47: 411–21.CrossRefGoogle Scholar
Hirshman, A.O. 1977. The passions and the interests. Political arguments for capitalism before its triumph. Princeton, NJ: Princeton University Press.CrossRefGoogle Scholar
Howell, J. M., & Avolio, B. J. 1992. The ethics of charismatic leadership: Submission or liberation? Academy of Management Executive, 6(2): 43–54.Google Scholar
Husted, B. W., 1998. The ethical limits of trust in business relations. Business Ethics Quarterly, 8: 233–49.CrossRefGoogle Scholar
Husted, B. W., & Allen, D. B. 2001. Toward a model of corporate social strategy formulation. Paper presented at the Academy of Management (August).Google Scholar
ICEM (International Federation of Chemical, Energy, Mine and General Workers’ Unions). 1998. Rio Tinto—Behind the facade. www.icem.org.Google Scholar
Jackson, I. A., & Nelson, J. 2004. Profit with principles: Seven strategies for delivering value with values New York: Currency Doubleday.Google Scholar
Jensen, M. C., 2001. Value maximization, stakeholder theory, and the corporate objective function. Journal of Corporate Applied Finance, 14: 8–21.CrossRefGoogle Scholar
Jones, M. T., 1996. Missing the forest for the trees. A critique of the social responsibility concept and discourse. Business and Society, 35(1): 7–41.CrossRefGoogle Scholar
Jones, T. M., & Wicks, A. C. 1999. Convergent stakeholder theory. Academy of Management Review, 24(2): 206–21.CrossRefGoogle Scholar
Kanter, R. M., 1999. From spare change to real change. Harvard Business Review, 77(3): 122–33.Google ScholarPubMed
Khan, F. R., Munir, K. A., & Willmott, H. 2007. A dark side of institutional entrepreneurship: Soccer balls, child labour and postcolonial impoverishment. Organization Studies, 28(7): 1055–77.CrossRefGoogle Scholar
King, A. A., & Lenox, M. L. 2000. Industry self-regulation without sanctions: The chemical industry's responsible care program. Academy of Management Journal, 43(4): 698–716.CrossRefGoogle Scholar
Kinley, D., & Nolan, J. 2008. Human rights, corporations and the global economy: An international law perspective. In Scherer, A. G. & Palazzo, G. (Eds.), Handbook of research on global corporate citizenship. Cheltenham, UK: Edward Elgar.Google Scholar
Klein, N. 2000. No logo. New York: Picador.Google Scholar
Kotler, P., & Lee, N. 2004. Corporate social responsibility. Doing the most good for your company and your cause. New York: John Wiley & Sons.Google Scholar
Kuhn, T., & Deetz, S. 2008. Critical theory and CSR: Can/Should we get beyond cynical reasoning? In Crane, A., McWilliams, A., Matten, D., Moon, J., & Siegel, D. (Eds.), The Oxford handbook on corporate social responsibility. Oxford: Oxford University Press.Google Scholar
La Licata, F. 1993. Storia di Giovanni Falcone. Milano: Rizzoli.Google Scholar
Lafferty, B. A., Goldsmith, R. E., & Hult, G. T. 2004. The impact of the alliance on the partners: A look at cause-brand alliances. Psychology & Marketing, 21(7): 509–31.CrossRefGoogle Scholar
Laszlo, C. 2003. The sustainable company: How to create lasting value through social and environmental performance. Washington, DC: Island Press.Google Scholar
Laufer, W. S. 2003. Social accountability and corporate greenwashing. Journal of Business Ethics, 43: 253–61.CrossRefGoogle Scholar
Levine, D. P. 2005. The corrupt organization. Human Relations, 58(6): 723–40.CrossRefGoogle Scholar
Levy, D. 2008. Political contestation in global production networks. Academy of Management Review, 33(4) (in press).CrossRefGoogle Scholar
Livesey, S. M. 2001. Eco-identity as discursive struggle: Royal Dutch/Shell, Brent Spar and Nigeria. Journal of Business Communication, 38: 58–91.CrossRefGoogle Scholar
Luce, R. A., Barber, A. E., & Hillman, A. J. 2001. Good deeds and misdeeds: A mediated model of the effect of corporate social performance on organizational attractiveness. Business and Society, 40(4): 397–415.CrossRefGoogle Scholar
Luo, X., & Bhattacharya, C. B., 2006. Corporate social responsibility, customer satisfaction, and market value. Journal of Marketing, 70(4): 1–18.CrossRefGoogle Scholar
Maak, T. 2007. Responsible leadership, stakeholder engagement and the emergence of social capital. Journal of Business Ethics, 74(4), 329–43.CrossRefGoogle Scholar
Maak, T., & Pless, N. M. 2006. Responsible leadership in a stakeholder society. Journal of Business Ethics, 66: 99–115.CrossRefGoogle Scholar
Maignan, I., & Ferrell, O. C. 2001. Corporate citizenship as a marketing instrument: Concepts, evidence and research directions. European Journal of Marketing, 35(3/4): 457–85.CrossRefGoogle Scholar
Maignan, I., & Ferrell, O. C. 2003. Nature of corporate responsibilities: Perspectives from American, French and German consumers. Journal of Business Research, 56(1): 55–67.CrossRefGoogle Scholar
Maignan, I., & Ferrell, O. C. 2004. Corporate social responsibility and marketing: An integrative framework. Journal of the Academy of Marketing Science, 32(1): 3–20.CrossRefGoogle Scholar
Margolis, J. D., Elfenbein, H. A., & Walsh, J. P. 2007. Does it pay to be good? A meta-analysis and redirection of research on the relationship between corporate social and financial performance. Paper presented at the Academy of Management, Philadelphia.Google Scholar
Margolis, J. D., & Walsh, J. P. 2003. Misery loves companies: Rethinking social initiatives by business. Administrative Science Quarterly, 48 (June): 268–305.CrossRefGoogle Scholar
McWilliams, A., & Siegel, D. 2001. Corporate social responsibility: A theory of the firm perspective. Academy of Management Review, 26(1): 117–27.CrossRefGoogle Scholar
McWilliams, A.Siegel, D., & Wright, P. 2006. Corporate social responsibility: Strategic implications. Journal of Management Studies, 43(1): 1–18.CrossRefGoogle Scholar
Michels, R. 1915 (1962). Political parties: A sociological studies of the oligarchical tendencies of modern democracy. Glencoe: Free Press.Google Scholar
Misangyi, V. F., Weaver, G. R., & Elms, H. 2008. Ending corruption: The interplay among institutional logics, resources, and institutional entrepreneurs. Academy of Management Review, 33: 750–70.CrossRefGoogle Scholar
Morgan, G. 1980. Paradigms, metaphors and problem solving in organization theory. Administrative Science Quarterly, 25(4): 605–22.CrossRefGoogle Scholar
Morrison, E. W., & Milliken, F. J. 2000. Organizational silence: A barrier to change and development in a pluralistic world. Academy of Management Review, 25: 706–25.CrossRefGoogle Scholar
Oestreich, J. E. 2002. What can business do to appease anti-globalization protestors? Business and Society Review, 107(2): 207–20.CrossRefGoogle Scholar
Orlitzky, M., Schmidt, F. L., & Rynes, S. L. 2003. Corporate social and financial performance: A meta-analysis. Organization Studies, 24: 403–41.CrossRefGoogle Scholar
Paine, L. S. 1995. Moral thinking in management: An essential capability. Business Ethics Quarterly, 6: 477–92.CrossRefGoogle Scholar
Paine, L. S. 2004. Value shift: Why companies must merge social and financial imperatives to achieve superior performance. New York: McGraw-Hill.Google Scholar
Palazzo, G., & Basu, K. 2007. The ethical backlash of corporate branding. Journal of Business Ethics, 73: 333–46.CrossRefGoogle Scholar
Palazzo, G., & Richter, U. 2000. CSR business as usual? The case of the tobacco industry. Journal of Business Ethics, 61: 387–401.CrossRefGoogle Scholar
Parker, C. 2002. The open corporation. Cambridge: Cambridge University Press.CrossRefGoogle Scholar
Parsons, T. 1966. Societies: Evolutionary and comparative perspectives. Englewood Cliffs, NJ: Prentice Hall.Google Scholar
Petersen, L.-E., & Krings, F. Forthcoming. Are ethical codes of conduct toothless tigers for dealing with employment discrimination? Journal of Business Ethics.Google Scholar
Peterson, D. K. 2004. The relationship between perceptions of corporate citizenship and organizational commitment. Business and Society, 43(3): 269–319.CrossRefGoogle Scholar
Pfeffer, J. 2005. Why do bad management theories persist? A comment on Ghoshal. Academy of Management Learning and Education, 4(1): 96–100.CrossRefGoogle Scholar
Pinto, J., Leana., C. R., & Pil, F. K. 2008. Corrupt organizations or organizations of corrupt individuals? Two types of organization-level corruption. Academy of Management Review, 33: 685–709.CrossRefGoogle Scholar
Porter, M. E., & Kramer, M. C. 2002. The competitive advantage of corporate philanthropy. Harvard Business Review, 80(12): 56–69.Google ScholarPubMed
Porter, M. E., & Kramer, M. C. 2006. Strategy and society: The link between competitive advantage and corporate social responsibility. Harvard Business Review, 84(12): 78–92.Google Scholar
Porter, M. E., & Kramer, M. C. 2007. Porter and Kramer response to Lee Preston. Harvard Business Review, 85(4): 138.Google Scholar
Post, J. E. 1985. Assessing the Nestlé boycott: Corporate accountability and human rights. California Management Review, 2: 113–31.CrossRefGoogle Scholar
Post, J. E., Preston, L. E., & Sachs, S. 2002. Redefining the corporation. Stakeholder management and organizational wealth. Stanford, CA: Stanford University Press.CrossRefGoogle Scholar
Preston, L. E. 2007. Letter to the editor on strategy and society: The link between competitive advantage and corporate social responsibility, Harvard Business Review, 85(4): 137–38.Google Scholar
Putnam, H. 2002. The collapse of the fact/value dichotomy, and other essays. Cambridge, MA: Harvard University Press.Google Scholar
Rasche, A., Baur, D., van Huijstee, M., Ladek, S., Naidu, J., Perla, C., Schouten, E., Valente, M., & Zhang, M. 2008. Corporations as political actors: A report on the first Swiss master class in corporate social responsibility. Journal of Business Ethics, 80: 151–73.CrossRefGoogle Scholar
Rawlinson, P. 2002. Capitalists, criminals and oligarchs: Sutherland and the new “robber barons.” Crime, Law & Social Change, 37: 293–307.CrossRefGoogle Scholar
Roberts, J. 2003. Glitter and greed. The secret world of the diamond cartel. New York: Disinformation.Google Scholar
Rocha, H. O., & Ghoshal, S. 2006. Beyond self-interest revisited. Journal of Management Studies, 43(3): 585–619.CrossRefGoogle Scholar
Rossouw, G. J. 1998. Establishing moral business culture in newly formed democracies. Journal of Business Ethics, 17: 1563–71.CrossRefGoogle Scholar
Rowley, T., & Berman, S. 2000. A new brand of corporate social performance. Business and Society, 39(4): 397–418.CrossRefGoogle Scholar
Ruggie, J. 2008. Promotion and protection of all human rights, civil, political, economic, social and cultural rights, including the right to development. Protect, respect and remedy: A framework for business and human rights. Report of the special representative of the secretary-general on the issue of human rights and transnational corporations and other business enterprises. A/HRC/8/5, 7 April 2008.Google Scholar
Saviano, R. 2006. Gomorra. Milano: Mondadori.Google Scholar
Scherer, A., & Palazzo, G. 2007. Towards a political conception of corporate responsibility: Business and society seen from a Habermasian perspective. Academy of Management Review, 32: 1096–1120.CrossRefGoogle Scholar
Scherer, A., Palazzo, G., & Bauman, D. 2006. Global rules and private actors: Towards a new role of the TNC in global governance. Business Ethics Quarterly, 16: 505–32.CrossRefGoogle Scholar
Schuler, D. A., & Cording, M. 2006. A corporate social performance-corporate financial performance behavioral model for consumers. Academy of Management Review, 31(3): 540–58.CrossRefGoogle Scholar
Schwartz, P., & Gibb, B. 1999. When good companies do bad things. New York: Wiley.Google Scholar
Sciascia, L. 2003. The day of the owl. New York: New York Review Books.Google Scholar
Sciascia, L. 2007. A simple story. London: Hesperus Press.Google Scholar
Seidman, G. W. 2003. Monitoring multinationals: Lessons from the anti-apartheid era. Business & Society, 31(3): 381–406.Google Scholar
Selznick, P. 1949. TVA and the grass roots. Berkley: University of California Press.Google Scholar
Selznick, P. 1992. Moral commonwealth. Social theory and the promise of community. Berkeley: University of California Press.Google Scholar
Sen, S., & Bhattacharya, C. B. 2001. Does doing good always lead to doing better? Consumers’ reactions to corporate social responsibility. Journal of Marketing Research, 38(2): 225–43.CrossRefGoogle Scholar
Sethi, S. P. 1975. Dimensions of corporate social performance: An analytical framework. California Management Review, 17(3): 58–64.CrossRefGoogle Scholar
Shamir, R. 2005. Mind the gap: Commodifying corporate social responsibility. Symbolic Interaction, 28(2): 229–53.CrossRefGoogle Scholar
Shamir, R. 2008. The age of responsibilization: On market-embedded morality. Economy and Society, 37(1): 1–19.CrossRefGoogle Scholar
Shrivastava, P. 1994. Castrated environment: Greening organizational studies. Organization Studies, 15: 705–26.CrossRefGoogle Scholar
Sims, R. R., & Brinkmann, J. 2003. Enron ethic. Journal of Business Ethics, 45: 243–56.CrossRefGoogle Scholar
Smith, N. C. 2003. Corporate social responsibility: Whether or how? California Management Review, 45(4): 52–76.CrossRefGoogle Scholar
Sterling, C. 1990. The mafia. The long reach of the international Sicilian mafia. London: Harper and Collins.Google Scholar
Stern, R. N., & Barley, S. R. 1996. Organizations and social systems: Organization theory's neglected mandate. Administrative Science Quarterly, 41: 146–62.CrossRefGoogle Scholar
Stille, A. 1995. Excellent cadavers. The mafia and the death of the first Italian republic. London: Vintage.Google Scholar
Strange, S. 1996. The retreat of the state: The diffusion of power in the world economy. Cambridge: Cambridge University Press.CrossRefGoogle Scholar
Swanson, D. L. 1995. Addressing a theoretical problem by reorienting the corporate social performance model. Academy of Management Review, 20(1): 43–64.CrossRefGoogle Scholar
Swanson, D. L. 1999. Toward an integrative theory of business and society: A research strategy for corporate social performance. Academy of Management Review, 24(3): 506–21.CrossRefGoogle Scholar
Tenbrunsel, A. E., & Messick, D. M. 2004. Ethical fading: The role of self-deception in unethical behaviour. Social Justice Research, 17: 223–36.CrossRefGoogle Scholar
Tonge, A., Greer, L., & Lawton, A., 2003. The Enron story. Business Ethics: A European Review, 12(1): 4–22.CrossRefGoogle Scholar
Treviño, L. K., & Weaver, G. R. 1994. Business ETHICS/BUSINESS ethics: One field or two? Business Ethics Quarterly, 4: 113–28.CrossRefGoogle Scholar
Turban, D. B., & Greening, D. W. 1997. Corporate social performance and organizational attractiveness to prospective employees. Academy of Management Journal, 40(3): 658–73.CrossRefGoogle Scholar
Venkatesh, S. A. 1997. The social organization of street gang activity in an urban ghetto. American Journal of Sociology, 103(1): 82–111.CrossRefGoogle Scholar
Victor, B., & Stephens, C. U. 1994. Business ethics: A synthesis of normative philosophy and empirical science. Business Ethics Quarterly, 4: 145–55.CrossRefGoogle Scholar
Vogel, D. 2005. The market for virtue. The potential and limits of corporate social responsibility. Washington, DC: Brookings institution Press.Google Scholar
Waddock, S. A., & Graves, S. B. 1997a. The corporate social performance-financial performance link. Strategic Management Journal, 18: 303–19.3.0.CO;2-G>CrossRefGoogle Scholar
Waddock, S. A., & Graves, S. B. 1997b. Quality of management and quality of stakeholder relations. Business and Society, 36(3): 250–80.CrossRefGoogle Scholar
Waldman, D. A., & Siegel, D. 2005. The influence of CEO transformational leadership on firm-level commitment to corporate social responsibility. In Doh, J. P. & Stumpf, S. A. (Eds.), Handbook on responsible leadership and governance in global business. Cheltenham, UK: Edward Elgar, 195–220.Google Scholar
Walsh, J. P., Weber, K., & Margolis, J. D. 2003. Social issues and management: Our lost cause found. Journal of Management, 29(6): 859–81.CrossRefGoogle Scholar
Warren, D. E. 2003. Constructive and destructive deviance in organizations. Academy of Management Review, 28 (4): 622–32.Google Scholar
Waters, J. A. 1978. Catch 20.5: Corporate morality as an organizational phenomenon. Organizational Dynamics (Spring): 3–19.CrossRefGoogle Scholar
Weaver, G. R., Treviño, L. K., & Cochran, P. L. 1999. Integrated and decoupled corporate social performance: management commitments, external pressures, and corporate ethics practices. Academy of Management Journal, 42(5): 539–52.CrossRefGoogle Scholar
Werhane, P. H. 1994. The normative/descriptive distinction in methodologies of business ethics. Business Ethics Quarterly, 4: 175–80.CrossRefGoogle Scholar
Whittington, R., Jarzabkowski, P., Mayer, M., Mounoud, E., Nahapiet, J., & Rouleau, L. 2003. Taking strategy seriously: Responsibility and reform for an important social practice. Journal of Management Inquiry, 12(4): 396–410.CrossRefGoogle Scholar
Williams, P., & Godson, R. 2002. Anticipating organized and transnational crime. Crime, Law & Social Change, 37: 311–55.CrossRefGoogle Scholar
Windsor, D. 2001. The future of corporate social responsibility. International Journal of Organizational Analysis, 9(3): 225–56.CrossRefGoogle Scholar
Wood, G., MacDermott, P., & Swan, W. 2002. The ethical benefits of trust-based partnering: the example of the construction industry. Business Ethics: A European Review, 11(1): 4–14.CrossRefGoogle Scholar
Zimbardo, P. 2007. The Lucifer effect: Understanding how good people turn evil. New York: Random House.Google Scholar
Zyglidopoulos, S. C. 2002. The social and environmental responsibilities of multinationals: Evidence from the Brent Spar case. Journal of Business Ethics, 36: 141–15.CrossRefGoogle Scholar