Abstract

Research in corporate social performance (CSP) continues to seek bridges between the theoretical models that attempt to explain and those that attempt to show empirically what variables account for differences in performance. One construct that can provide such a bridge is Miles’ grounded theory (1987) of CSP. This paper describes Miles’ theory and its relationship to many of the empirical studies of CSP and recasts it into the theoretical frameworks of Wood (1991) and Wartick and Cochran (1985).