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Stakeholder performance, corporate social performance: Proposition of specification between dominant and dominated concept

Jean Biwole Fouda (Advanced School of Economics and Commerce, University of Douala, Douala, Cameroon)
Irène Abessolo Abessolo (Advanced Teachers Training College for Technical Education, University of Douala, Douala, Cameroon)

Society and Business Review

ISSN: 1746-5680

Article publication date: 19 September 2018

Issue publication date: 2 October 2019

109

Abstract

Purpose

The purpose of this paper is to find out what added value does the stakeholder performance concept bring with respect to that of corporate social performance. To better understand the developments of these concepts, the authors resort to Gallie’s theory (1956) of essentially contested concepts, the life-cycle model of Hirsch and Levin’s (1999) umbrella concepts. Reconciling these two theoretical frameworks allows us to introduce the competing category notion consisting of a dominant and a dominated-type concepts. Through a historical and synchronic literature examination, CSP is shown to have characteristics of the dominant type, thanks to its more diffuse character. On the other hand, the stakeholder performance would relate to the dominated type, though it provides better operationalization possibilities.

Design/methodology/approach

To better understand the developments of these concepts, Gallie’s theory (1956) of essentially contested concepts, the life cycle model of Hirsch and Levin’s (1999) umbrella concepts are used.

Findings

CSP has characteristics of the dominant type, thanks to its more diffuse character. On the other hand, the stakeholder performance relates to the dominated type, though it provides better operationalization.

Originality/value

CSP as a dominant type and stakeholder performance is a dominated type.

Keywords

Citation

Biwole Fouda, J. and Abessolo Abessolo, I. (2019), "Stakeholder performance, corporate social performance: Proposition of specification between dominant and dominated concept", Society and Business Review, Vol. 14 No. 3, pp. 242-253. https://doi.org/10.1108/SBR-06-2018-0062

Publisher

:

Emerald Publishing Limited

Copyright © 2018, Emerald Publishing Limited

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