Assessing corporate social performance: linking strategy and stakeholders of the firm

Byline: John F. Mahon, Steven L. Wartick This paper is an attempt to merge the concepts of social performance, strategy and stakeholders into a useful framework. The utility of the framework is meant to aid practitioners in making decisions and assessing the interplay of social performance, strategy and stakeholders in day-to-day managerial operations. In addition, we have proposed a model and approach that we believe are useful for future research. Finally, we propose a methodology for actual measurement of corporate social performance that is of value to practising managers and researchers.