Global Compact International Yearbook 2013
190
CSR EFFORTS
DRIVERS OF PERFORMANCE
PERFORMANCE OUTCOMES
The CSP-CFP multilevel framework: efforts, drivers, and outcomes
Figure 1
Internal organization
Work content, climate, and environment
Job design
Knowledge management
Safety and stability
Customers
Transparency and reliability
Open dialogue
Mutual understanding
Quality and innovation
Supply chain
Involvement and dialogue
Integration of CSR criteria into vendor
selection, managing, and evaluation
procedures
Society
Engagement and dialogue
Cross-sector partnerships
Community development
Natural Environment
Impact prevention, control,
and assessment
Managerial tools and strategies
Corporate governance
Voluntary disclosure
Governance and engagement
Revenue-related outcomes
Growth opportunities
Competitive positioning
Brand equity
Cost-related outcomes
Cost of labor
Operational efficiency
Cost of capital
Risk management
Commitment
Satisfaction
Motivation
Trust
Reputation
Identification
Satisfaction
Innovation
Trust
Quality
License to operate
Social capital
Innovation
Organizational change
Innovation
Compliance
Reliability
Reputation
Transparency
Accountability
Reliability
Fairness
Source: Perrini et al. (2011)
An extensive and in-depth review of 250 empirical and theoreti-
cal contributions allowed us to map the major mechanisms
by which CSR efforts may turn into performance outcomes,
leveraging on stakeholder-related performance drivers. Accord-
ingly, Figure 1 provides a summary picture of how integrat-
ing CSR in specific management domains (e.g., supply chain,
internal organization) can lead to both revenue-related and
cost-related outcomes through its impact on performance
drivers such as, for example, perceived trustworthiness and
company reputation, organizational commitment, consumer-
company identification, and a firm’s innovativeness.