The following is NBS's compilation of the eight most important research findings from 2012 on the relationship between corporate social performance and corporate financial performance.
Ion Bogdan Vasi (Columbia University) and Brayden King (Northwestern University) reveal that shareholders unhappy with your environmental track record hurt your company’s stock price far more than a GreenPeace boycott.
Robert Eccles, George Serafeim (Harvard University), and Ioannis Ioannou (London Business School) reveal the five cultural traits of companies with strong social, environmental, and financial performance.
Timo Busch and Volker Hoffman (ETH Zurich) discover investors are unimpressed by grand goals to curb carbon emissions: they want to see results.
After a survey of Spain’s 500 largest firms, Brian Husted (York University) and David Allan (IE Business School) pinpoint the three ways companies can ensure their CSR efforts create tangible financial value.
Alan Muller (University of Amsterdam) and Roman Kraussl (VU University of Amsterdam) discover that making financial donations to natural disaster victims doesn’t engender immediate goodwill.
Studying market reactions following the U.S. stock options “backdating scandal,” Jay J. Janney (University of Dayton) and Steve Gove (Virginia Tech) discover guilty firms suffered less severe declines in stock prices if they had strong reputations for social responsibility.
Sarah Dixon and Anne Clifford (Kingston Business School) reveal the cost-saving and money-making tactics managers can borrow from “eco-preneurs” – from hiring strategies that lower your salary expenses to the free publicity you can generate for your CSR projects.
Research by Jinseok Chun (Seoul National University) finds that a company’s higher ethical standards spur “good citizenship” between employees and ultimately improve financial performance.