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1、®AcademyofManagementReview1995,Vol.20,No.1,92-117.ASTAKEHOLDERFRAMEWORKFORANALYZINGANDEVALUATINGCORPORATESOCIALPERFORMANCEMAXB.E.CLARKSONUniversityofTorontoThisarticlepresentsconclusionsiroma10-yearresearchprogram,thepurposeofwhichhasbeentodevelopafra
2、meworkandmethodology,groundedintherealityofcorporatebehavior,foranalyzingandeval-uatingcorporatesocialperformance.Therearethreeprincipalsec-tions:(a)asummaryoftheapproaches,models,andmethodologiesusedinconductingmorethan70fieldstudiesofcorporatesocial
3、per-formancefrom1983-1993;(b)adiscussionoftheprincipalconclusionsderivedfromthedatathat(1)corporationsmanagerelationshipswithstakeholdergroupsratherthanwithsocietyasawhole,(2)itisim-portanttodistinguishbetweensocialissuesandstakeholderissues,and(3)iti
4、snecessarytoidentifytheappropriatelevelofanalysisinordertoevaluateCSP;and(c)adiscussionofpropositionsandareasforfurtherresearch.Afundamentalprobleminthefieldofbusinessandsocietyhasbeenthattherearenodefinitionsofcorporatesocialperformance(CSP),cor-pora
5、tesocialresponsibility(CSRj),orcorporatesocialresponsiveness(CSRg)thatprovideaframeworkormodelforthesystematiccollection,organization,andanalysisofcorporatedatarelatingtotheseimportantconcepts.Notheoryhasyetbeendevelopedthatcanprovidesuchaframeworkorm
6、odel,noristhereanygeneralagreementaboutthemean-ingofthesetermsfromanoperationaloramanagerialviewpoint.Wood's(1991)concernthatthe"definitionofcorporatesocialperformance(CSP)isnotentirelysatisfactory"issharedbymanyscholarsandmanagers.CSP,togetherwithCSR
7、iandCSR2,carrynoclearmeaningandremainelusiveconstructs.Theyhavedefieddefinitionforreasonsthataresetforthinthesecondsection.Iproposethatcorporatesocialperformancecanbeanalyzedandevaluatedmoreeffectivelybyusingaframeworkbasedonthemanage-mentofacorporati
8、on'srelationshipswithitsstakeholdersthanbyusingmodelsandmethodologiesbasedonconceptsconcerningcorporateso-cialresponsibilitiesandresponsiveness.Thestakeholderframeworkhasbeenderivedfromdatacontainedinmorethan70fieldstudiesofCSP,conductedfrom19
