Corporate Social Responsibility

We investigate the environmental and economic benefits derived from the adoption of corporate sustainability practices.

Publications

  • Socially Responsible Investing: The Need for Transparency

    Magali Delmas and Vered Doctori Blass

    Socially Responsible represents an investment process that uses screens to select or avoid investing in companies to reflect environmental and social preferences. The financial industry is in a unique position to guide change towards corporate sustainability. However, there is often little transparency in how firms are evaluated based on their environmental performance. This paper opens the black box of evaluating firms and explains the various elements of a ranking. It shows that results vary greatly if they are based on input measures (environmental management practices) or on output measures (toxic releases). We base our analysis on the evaluation of the performance of 15 firms in the chemical sector. We provide methodological recommendations to help firms and stakeholders evaluate companies.

    Delmas, M. and Doctori-Blass, V. 2010. Measuring Corporate Environmental Performance: The trade-offs of Sustainability Ratings.Business Strategy & the Environment. 19: 245-260.

    Delmas, M. and Doctori-Blass, V. 2010. Measuring Corporate Environmental Performance: The trade-offs of Sustainability Ratings.Business Strategy & the Environment. 19: 245-260.

    July 20 2010

  • Measuring Corporate Social Responsibility: An Efficiency Perspective

    Chien-Ming Chen and Magali Delmas

    Aggregation of corporate social performance (CSP) metrics poses a major challenge to researchers and practitioners. This study provides a critical evaluation of current aggregation approaches and proposes a new methodology based on Data Envelopment Analysis (DEA) to compute a CSP index. DEA is independent of subjective weight specifications and provides an efficiency index to benchmark the CSP of firms. Using CSP data from 2,190 firms in three major industries from the Kinder, Lydenberg, and Domini Inc. database in 2007, our study presents the first application of the DEA model for CSP and ordinal data and opens up a new path for future empirical CSP research.

    Chen, C-M. and Delmas, M. Forthcoming. Measuring Corporate Social Responsibility: An Efficiency Perspective. Production and Operations Management.

    Chen, C-M. and Delmas, M. Forthcoming. Measuring Corporate Social Responsibility: An Efficiency Perspective. Production and Operations Management.

    July 21 2010

  • Greening the Supply Chain: When are customer pressures effective?

    Magali Delmas and Ivan Montiel

    Suppliers face increasing pressure from their customers to improve their environmental performance. When firms downstream in the supply chain seek to achieve such improvements themselves, they frequently request that their suppliers adopt greener practices. This paper investigates the rationale for suppliers to comply with or resist the mandate of their customers to adopt the international environmental management standard ISO 14001 in the North American automotive industry. We argue that the effectiveness of such a mandate will vary according to the characteristics of the relationship between suppliers and customers. We contrast and test hypotheses based on both transaction cost and information theories to suggest that suppliers, whether in a dependent or distant relationship with their customers, have incentives to comply with the requests of their customers but through different mechanisms. Our study analyzed the characteristics of 3,152 automotive suppliers located in the US, Canada, and Mexico over the 2000-2003 period. Findings indicate that suppliers with highly specialized assets, as well as younger suppliers, certain more distant suppliers, and those reporting to the Toxic Release Inventory, are more likely to respond to their customers’ pressures to adopt the certified management standard ISO 14001.

    Delmas, M. and Montiel, I. 2009. “Greening the Supply Chain: When is Customer Pressure Effective?” Journal of Economics and Management Strategy. 18(1): 171-201.

    Delmas, M. and Montiel, I. 2009. “Greening the Supply Chain: When is Customer Pressure Effective?” Journal of Economics and Management Strategy. 18(1): 171-201.

    July 20 2010