Question

Corporate Ethical Identity as a Determinant

of Firm Performance: A Test of the

Mediating Role of Stakeholder Satisfaction

Pascual Berrone Jordi Surroca

Josep A. Tribó

ABSTRACT. In this article, we empirically assess the

impact of corporate ethical identity (CEI) on a firm�s financial performance. Drawing on formulations of nor-

mative and instrumental stakeholder theory, we argue that

firms with a strong ethical identity achieve a greater degree

of stakeholder satisfaction (SS), which, in turn, positively

influences a firm�s financial performance. We analyze two dimensions of the CEI of firms: corporate revealed ethics and

corporate applied ethics. Our results indicate that revealed

ethics has informational worth and enhances shareholder

value, whereas applied ethics has a positive impact

through the improvement of SS. However, revealed

ethics by itself (i.e. decoupled from ethical initiatives) is

not sufficient to boost economic performance.

KEY WORDS: business ethics, corporate ethical identity,

financial performance, stakeholder satisfaction, stakeholder

theory

ABBREVIATIONS: CEI: corporate ethical identity;

CRE: corporate revealed ethics; CAE: corporate applied

ethics; SiRi: sustainable investment research international;

KLD: Kinder, Lyndenburg, Domini Research and

Analytics Inc.; SS: stakeholder satisfaction; CFP: corpo-

rate financial performance; MVA: market value added;

ROA: return on assets; R&D: research and development

Introduction

During the last decades, the ethical behaviour of

firms and the potential effects of malfeasance on

society have attracted the interest of researchers and

the business press alike. Recently, business ethics has

generated renewed attention due to notorious cor-

porate scandals like those of Enron, Worldcom,

Arthur Andersen, Tyco International, and Adelphia.

Additionally, the growing importance of govern-

mental regulations, the amplified scrutiny of the

media, and increased pressure from various stake-

holders have placed the business ethics challenge on

the strategic agenda of virtually all firms (Ponemon

and Michaelson, 2000; Stevens et al., 2005; Weaver

et al., 1999). In the academic arena, the proliferation

of specialized journals like Journal of Business Ethics

and Business Ethics Quarterly are testaments to

growing interest in the subject.

There is still a number of unresolved academic

issues in the area of business ethics and social

responsibility of the firm, however (Donaldson, 2003;

Harrison and Freeman, 1999; Walsh et al., 2003).

Specifically, knowledge about existing linkages

Pascual Berrone is a PhD candidate of the Business Adminis-

tration and Quantitative Methods Ph.D. program at the

Universidad Carlos III de Madrid. His current research

interests focus on business ethics, stakeholder theory, and

various aspects of the interface between corporate governance

mechanisms and corporate social responsibility. His interests

also include ethical, environmental and social issues and their

impact on firms’ overall performance.

Dr. Jordi Surroca is an Assistant Professor of Management at the

Department of Business Administration at the Universidad

Carlos III de Madrid. He holds a PhD in Business

Administration and a Licentiate Degree in Business and

Economics from Universitat Autònoma de Barcelona. His

research interests center on stakeholder management, firm

strategy, innovation, and corporate governance.

Dr. Josep A. Tribó is Associate Professor of Finance in the

Department of Business Administration at the Universidad

Carlos III de Madrid. He has a PhD in Economic Analysis

from the Universitat Autònoma de Barcelona and a Licenciate

Degree in Theoretical Physics by Universitat de Barcelona.

His research interests are Corporate Finance and the financing

of R&D. His work has been published in journals such as

Applied Economics, International Journal of Produc-

tion Economics.

Journal of Business Ethics (2007) 76:35–53 � Springer 2007 DOI 10.1007/s10551-006-9276-1

between a firm�s ethical stance and its performance remains limited at best. There are theoretical and

empirical reasons for this situation. From a theoretical

point of view, there is controversy over the effect of

business ethics and good corporate behaviour on a

firm�s financial performance. Some authors (Hosmer, 1994; Jones, 1995) argue that good ethics is good

business because it generates positive externalities like

trust and commitment to stakeholders, which in turn

assures long-term performance. Others remain skep-

tical (Friedman, 1970; Jensen, 2001; Schwab, 1996).

The skeptics argue that ethical initiatives are invest-

ments without pay-offs and therefore against the

shareholder�s best interest. Unfortunately there is limited empirical work that has explicitly addressed

these corporate ethical issues and the existing research

has shown mixed results (e.g. Berman et al., 1999;

Hillman and Keim, 2001). Thus the question remains:

Is ethical behaviour a good predictor of business

performance (Gibson, 2000)?

An interesting avenue for exploring the relation-

ship between ethics and performance is through the

perspective of corporate identity – the set of inter-

dependent characteristics of the organization that

give it distinctiveness: organizational philosophy,

values, history, strategy, business scope, and com-

munication, for instance (Balmer, 1998, 2001; van

Riel and Balmer, 1997). Since corporate identity is

recognized as a source of competitive advantage

(Balmer and Gray, 2000), we suggest that a firm�s ethical stance (i.e., its ethical values, behaviours, and

communications on ethical commitments) can be

seen as a component of the firm�s corporate identity that may enhance corporate performance.

Despite the significance that corporate identity

research has recently engendered (Balmer, 1998,

2001), previous research has largely ignored the

ethical dimension of corporate identity and its rela-

tionship to a firm�s performance. This study aims to fills this gap in several ways. First, we define the

ethical component of the corporate identity con-

struct with a concept that we call corporate ethical

identity (CEI). Relying on the notion of corporate

identity, we define CEI as ‘‘the set of behaviours,

communications, and stances that are representative

of an organization�s ethical attitudes and beliefs’’. This narrowly defined concept encompasses two

aspects: corporate revealed ethics (CRE), which com-

prises the communication of a firm�s ethical attitudes

and beliefs, and corporate applied ethics (CAE), which

comprises the firm�s behaviours – actions and poli- cies that can be considered as ethical.

A second way in which we aim to contribute to

this literature is by drawing on stakeholder theory to

propose a theoretical scheme whereby the gap

between performance and ethics – specifically CEI –

is bridged by stakeholder satisfaction (SS). Stake-

holders play a key role in the formation of society�s ethical demands and CEI emerges as a standard by

which stakeholders compare the firm�s ethical behaviours to their expectations. Thus, a strong CEI

implies congruence with the ethical demands of the

firm�s stakeholders, resulting in higher levels of sat- isfaction. In turn, satisfied stakeholders are expected

to be more willing to provide their services and

resources to the firm, thereby enhancing performance.

A third way in which we plan to fill the gap

between corporate identity and a firm�s performance is to empirically test our theoretical contention. Our

results indicate that firms with a strong CEI achieve

a greater degree of SS, and this, in turn, positively

affects a firm�s financial performance. Also, we have found that CAE and CRE have differential effects.

Whereas applied ethics has a positive impact on

performance through improved SS, revealed ethics

has informational worth and enhances shareholder

value directly. However, revealed ethics by itself (i.e.

decoupled from ethical initiatives) is not sufficient to

boost economic performance.

The remainder of this article is structured as fol-

lows. First, we define CEI and its dimensions. Next,

we present relevant literature relating to the objec-

tives of this work and our theoretical formulation.

We propose a set of hypotheses grounded in the

logic of stakeholder theory, through which we

analyze the relationship between CEI and the

financial performance of firms. Next, we test our

hypotheses on a sample of 398 firms from 26

countries. The article concludes with a discussion of

the theoretical and practical significance of the study.

Theoretical framework and hypotheses

Perhaps because of the rapid growth of identity

studies, the concept of corporate identity has not

been homogenously defined. The lack of consensus

on a precise definition of corporate identity has led to

36 Pascual Berrone et al.

confusion with the usage of the term, which is often

wrongly used interchangeably with related concepts

like corporate reputation, corporate personality, and

corporate image (see Balmer and Gray, 2003; Hatch

and Schultz, 1997; and especially Balmer, 2001, for a

clarifying discussion on this issue). Traditionally, the

notion of corporate identity has been associated with

graphics design, visual identification, and marketing

communication. More recently, however, the defi-

nition of corporate identity has gradually broadened

(Markwick and Fill, 1997; van Riel and Balmer,

1997). Thus corporate identity can be defined as the

‘‘the reality and uniqueness of an organization which

is integrally related to its external and internal image

and reputation through corporate communication’’

(Balmer and Gray, 2000; Gray and Balmer, 1998).

Corporate identity deals with the essence of the firm

and its unique characteristics: its philosophy, values,

history, strategy, business scope, and communication

(Balmer, 1998, 2001; Balmer and Gray, 2003; van

Riel and Balmer, 1997).

Corporate identity is receiving increasing atten-

tion from practitioners and academics alike, because

it is believed to have a positive influence on cor-

porate reputation (Fombrun, 1996), which, in turn,

spawns superior financial performance (Deephouse,

2000; Fombrun and Shanley, 1990; Roberts and

Dowling, 2002). Corporate identity is also recog-

nized as a strategic resource and a valuable tool for

addressing the needs of the firm�s stakeholders (van Riel, 1995). Indeed, corporate identity and such

related concepts as corporate communication and

organizational identity are the result of permanent

interactions between the firm and its stakeholders

(Balmer and Gray, 2000; Hatch and Schultz, 1997;

Scott and Lane, 2000; Stuart, 2002; van Riel and

Balmer, 1997). Stakeholders have interests and

demands, and the way in which a firm manages these

claims contributes to the shaping of its corporate

identity, insofar as its values, actions, and stance

differentiate it from other organizations. 1

CEI: definition and components

One neglected area of research is the ethical

dimension of corporate identity. Yet, the firm�s ethical behaviours and stance are also part of its reality

and uniqueness. In this paper, we offer a definition of

the ethical dimension of corporate identity that we

call CEI. Bearing in mind the aforementioned defi-

nition of corporate identity, we approach the CEI

concept as ‘‘the set of behaviours, communications,

and stances that are representative of an organization�s ethical attitudes and beliefs’’. It contributes to the

organization�s reality and uniqueness and reflects the extent to which a firm can be considered ethical.

Thus, CEI refers to a firm�s ethical goals, values, practices, communications, and actions, and provides

a reference for stakeholders to compare their ethical

claims with the ethical stance of the corporation.

In the same way that corporate identity is the result

of continuous interaction between the firm and its

stakeholders, CEI is influenced by the interaction

between a firm and its stakeholders� ethical claims (Fombrun and Foss, 2004; Fritz et al., 1999; Logsdon

and Yuthas, 1997). The ethical stance of a firm is

based on the expectations of society – the legitimate

claims made by the constituencies with which the

firm interacts (Logsdon and Yuthas, 1997; Mitchell et

al., 1997; Wood, 1991). In the words of Ferrell et al.

(2000), if ‘‘a specific required behaviour is right or

wrong, ethical or unethical, is often determined by

stakeholders, such as investors, customers, interest

groups, employees, the legal system, and the com-

munity’’ (p. 6). Recent empirical studies support the

previous argument. For instance, Weaver et al.

(1999) showed that the orientation of corporate

ethics programs reflected both external influences

(e.g. institutional environment) and internal pressures

(e.g. top management). Such ethical endeavours as

ethics programs merge the organization�s decisions and the ethical claims of society (Weaver et al., 1999).

In a similar vein, Stevens et al. (2005) found evidence

that financial executives are more likely to integrate

their firm�s ethical code into their strategic decisions if they perceive pressure from market stakeholders.

Other factors such as the idiosyncratic position of a

firm�s executives toward corporate ethics can influ- ence the ethical stance of an organization (Weaver et

al., 1999). Also, these studies indicate that ethical

decisions and actions are at least partially the result of

the interaction between the firm and its stakeholders.

As we argue later in the paper, when there is

congruence between the firm�s ethical actions and societal ethical claims, stakeholders are expected to be

satisfied. Thus SS is defined as the extent to which

the stakeholders� claims are met by the firm�s actions.

Corporate Ethical Identity As Determinant of Firm Performance 37

Because corporate identity is a multidimensional

concept (Melewar and Jenkins, 2002), various

dimensions can be identified. Previous literature

seems to show consensus on two main factors –

communication and behaviour – that define cor-

porate identity and the way it is demonstrated to

internal and external audiences (van Rekom, 1997;

van Riel, 1995; van Riel and Balmer, 1997).

Communications refer to the explicit revelation of

such aspects of identity as history and values. Cor-

porate communication plays a pivotal role in the

process through which stakeholders perceive that the

company�s identity and reputation is formed (Balmer and Gray, 2000; van Rekom, 1997). Behaviours are

related to those activities and actions that charac-

terize corporate identity. Likewise, we identify two

dimensions that define the CEI: (1) what we call

CRE, which deals with the communication of the

firm�s ethical identity to its constituencies and rele- vant audiences and (2) what we term CAE, which

deals with all actions and policies that can be con-

sidered ethical, thereby exceeding the simple com-

munication of ethical values. It is important to

distinguish these ethical actions from other initiatives

that are related to the good management of stake-

holders (Fisher, 2004). Whereas the latter deals with

everyday activities like employee training programs

or profit-sharing schemes, ethical actions refer to

processes, activities, and events conducted on an

ethical basis that go beyond a firm�s daily functions. For instance, the adoption of ethical codes as a self-

commitment device, initiatives like HIV/AIDS

programs, or divesting from a country to avoid

corruption problems are examples of the application

of ethics (Margolis and Walsh, 2003).

The distinction between CRE and CAE provides

us with a better understanding of the relationships

among CEI, SS, and corporate financial performance

(CFP). In the following sections, we focus on these

relationships.

Stakeholder theory

Because stakeholders are engaged in constructing the

ethical identity of firms, a stakeholder approach

appears to be the appropriate framework to connect

ethics with performance. Moreover, management

scholars studying ethical and social issues have

generated an extensive body of research (Garriga and

Melé, 2004; Margolis and Walsh, 2003) drawn

primarily on stakeholder theory (Freeman, 1984).

Stakeholder theory has deep roots in the notion of

corporate social responsibility (Carroll, 1979;

Clarkson, 1995; Wartick and Cochran, 1985;

Wood, 1991) and in Freeman�s (1984) seminal book, Strategic Management: A Stakeholder Approach. Free-

man�s main thesis is that the firm is responsible for managing and coordinating the constellation of

competitive and cooperative interests of various

constituencies or stakeholders. Thus, firms have

multiple goals in addition to the singular end of

maximizing shareholder�s value, as proposed by tra- ditional economic theory (Friedman, 1970).

In applying stakeholder theory, we can distinguish

two almost entirely separate methodological

approaches: (1) the theoretically–based normative

stakeholder approach, which emphasizes the ethical and

moral standards as the only acceptable mode for

corporate behaviour, independent of the repercus-

sions of these behaviours on the firm�s performance and (2) the instrumental stakeholder approach, which

focuses primarily on stakeholder orientation as a

means of achieving corporate success. Research

employing the latter perspective is more empirically

based (Berman et al., 1999; Donaldson and Preston,

1995; Jones and Wicks, 1999).

Recently, however, some scholars have attempted

to integrate the two approaches (Gibson, 2000;

Jones, 1995; Jones and Wicks, 1999). The underly-

ing rationale of their studies is that ethical behaviours

(a normative orientation) can result in a significant

competitive advantage (an instrumental orientation).

Ethical principles and behaviours foster trusting and

cooperative relationships with stakeholders, which,

in turn, lead to a reduction in opportunism and

contracting costs. In the end, there is an improve-

ment in the firm�s competitive advantage over those firms that do not rely on ethical principles. Although

some scholars have expressed skepticism over this

integrated perspective (Donaldson, 1999; Freeman,

1999; Schwab, 1996; Treviño and Weaver, 1999),

we believe that it provides a key avenue for research

into the ethical and social issues of firms.

Following this integrated line of research, we

borrow from the normative approach to examine

the relevance of business ethics as the driving force

for SS and from the instrumental approach to assess

38 Pascual Berrone et al.

the link between SS and better financial perfor-

mance. Figure 1 illustrates our theoretical model and

presents the central arguments, concepts, and rela-

tionships of this study.

SS through CEI: a normative approach

The normative approach is characterized by the

incorporation of ethical and moral principles into the

firm�s decision making – in particular, into decisions relating to the way in which a firm manages its

stakeholders (Donaldson and Dunfee, 1994; Evan

and Freeman, 1983; Philips, 1997; Wicks et al.,

1994). The normative approach is characterized by

two main positions: (1) stakeholders have legitimate

interests in corporate activities independent of the

corporation�s instrumental interests in them and (2) each stakeholder is of intrinsic worth (Donaldson

and Preston, 1995). Thus, the normative core of the

stakeholder approach prescribes that a firm should

incorporate ethical standards in order to achieve SS.

Under the normative approach, SS should be the

final goal of the firm because of the intrinsic worth

of stakeholder interests. These interests are based on

ethical and moral principles and are not necessarily

related to their instrumental worth to the corpora-

tion (Berman et al., 1999; Donaldson and Preston,

1995; Evan and Freeman, 1983).

Stakeholders have a set of expectations relating to

an organization�s ethical activities and various groups,

such as managers, employees (Das, 2005; Grojean et

al., 2004), government (Rockness and Rockness,

2005), consumers (Rawwas et al., 2005), and other

constituencies (Phillips and Reichart, 2000) reveal

these expectations. As previously argued, CEI pro-

vides a reference or standard for stakeholders to use in

evaluating a firm�s actions (behaviours and commu- nications). When there is congruence between

stakeholder expectations and CEI, we predict a

greater degree of SS. Since stakeholders expect a firm

to fulfil its ethical responsibilities and its philan-

thropic duties (Ferrell et al., 2000), ethical manifes-

tations stimulate the formation of trust and

commitment between the stakeholders and the firm,

resulting in stronger relationships and greater satis-

faction (Fritz et al., 1999; Hosmer, 1994; Strong et

al., 2001). Hence, our first hypothesis is:

Hypothesis 1a: The CEI of the firm has a positive

influence on stakeholder satisfaction.

However, we expect that the two components of CEI

will have differential effects on SS: that CAE will have

a greater impact than CRE. Whereas CRE signals the

ethical stance of the firm and acts as a declaration of

purpose for the firm�s future actions, CAE involves specific concrete activities to serve the needs of

stakeholders who demand ethical behaviour from the

firm. Stakeholders evaluate how well companies

perform according to their ethical expectations and

standards and exhibit a certain degree of fulfilment

only when they experience tangible results from such

CORPORATE ETHICAL IDENTITY

CORPORATE APPLIED ETHICS

CORPORATE REVEALED

ETHICS

STAKEHOLDER SATISFACTION

H3b

H1a

H1b

H3a

H2 CORPORATE FINANCIAL

PERFORMANCE

Instrumental approach Normative approach

Figure 1. Corporate ethical identity and its effects on stakeholder satisfaction and financial performance.

Corporate Ethical Identity As Determinant of Firm Performance 39

ethical corporate behaviour (Logsdon and Yuthas,

1997). This suggests that the manifestation of ethical

values decoupled from ethical actions may be not

valued by stakeholders. Therefore, we expect that the

revelation of a firm�s ethical beliefs is less effective in boosting satisfaction than are the tangible ethical

initiatives that align with stakeholder demands. These

arguments are captured in:

Hypothesis 1b: CAE has a stronger influence on

stakeholder satisfaction than does CRE.

Financial performance through SS: an instrumental

approach

The other main approach of stakeholder theory is the

instrumental approach. It indicates that a stakeholder

orientation gives the firm a source of competitive

advantage which, in turn, will result in better financial

performance. A key assumption of this approach is

that the firm�s ultimate goal is market success and that satisfying stakeholder claims helps to achieve this goal

(Donaldson and Preston, 1995; Freeman, 1984). This

ultimate objective may not be related to the wellbeing

of stakeholders in general, but it may be in the interest

of shareholders. Thus, stakeholder management has a

strategic value with a ‘‘means to an end’’ perspective

(Berman et al., 1999), which is opposed to the

intrinsic value of the normative approach.

The instrumental approach advocates the formu-

lation and implementation of processes that satisfy

stakeholders because they control key resources

(Pfeffer and Salancik, 1978) and suggests that SS, in

turn, will ensure the long-term survival and success

of the firm (Freeman, 1984; Freeman and McVea,

2001; Hillman and Keim, 2001; Post et al., 2002).

Accordingly, stakeholders that own resources rele-

vant to the firm�s success will be more willing to offer their resources to the extent that their different

claims and needs are fulfilled (Strong et al., 2001).

Therefore, we expect that SS leads to a higher

commitment, to greater effort, and, ultimately, to

superior performance (Hosmer, 1994; Stevens et al.,

2005), as articulated in:

Hypothesis 2: Stakeholder satisfaction has a positive

influence on the firm�s financial performance.

Financial performance through CEI: the mediating

role of SS

Whether or not business ethics has a positive influ-

ence on financial performance is an open research

question. Some authors (Friedman, 1970; Jensen,

2001; Schwab, 1996) assert that the only social

function of the firm is to maximize shareholder value

while complying with the rules of the market. These

scholars argue that ethical investments are in conflict

with the primary profit-oriented strategies of the

company, and that if investors cared enough about

ethical behaviour to punish it by divesting, firms

would have a market-based incentive to behave

ethically. The necessity of regulations such as the US

Sarbanes-Oxley legislation (Rockness and Rockness,

2005), which levies severe penalties for unethical

behaviour, suggests that such market incentives are

highly uncertain.

In contrast, other authors have argued that

proactive ethical initiatives have a positive impact

on financial performance because ethical behav-

iours result in the creation of intangible assets,

which are vital to long-term business success

(Jones, 1995; Jones and Wicks, 1999). Intangibles

like good reputation, trust, and commitment are

generated through a strong ethical stance (Fomb-

run et al., 2000; Hosmer, 1994). We agree with

this latter perspective. By behaving ethically, a

company generates intangible gains that improve

its ability to attract resources, enhance perfor-

mance, and build competitive advantages while

satisfying its stakeholders� needs (Fombrun et al., 2000). As discussed with respect to Hypothesis 1a,

we propose that CEI has a positive effect on SS

because stakeholders expect the firm to fulfil their

ethical demands. To the extent that the firm at-

tends the stakeholders� ethical claims, their satis- faction levels increase and they are more willing to

provide their resources and effort which, in turn,

produces enhanced performance (Hypothesis 2).

Therefore, we suggest that the relationship

between business ethics and financial performance

is not straightforward, but is mediated by the

level of SS. That is, we expect an indirect effect

between the CEI of the firm and its financial

performance.

40 Pascual Berrone et al.

Hypothesis 3a: Stakeholders satisfaction mediates the

relationship between CEI and the firm�s financial performance.

However, when we break CEI into its two

dimensions, we expect distinguishable effects on

financial performance.

Traditional capital market studies have largely

acknowledged the role of information disclosure

on the performance of firms. Asymmetries of

information and incentive problems obstruct the

efficient allocation of resources in a capital market

economy and disclosure plays a key role in miti-

gating these problems (Healy and Palepu, 2001).

Prior research has extensively examined the level

of disclosure of social activities and its effect,

particularly when analyzing the relationship between

corporate social performance and CFP (see Margolis

and Walsh, 2003; Orlitzky et al., 2003; Walsh

et al., 2003 for recent reviews). In addition,

environmental accounting scholars have shed some

light on the subject by analyzing the impact of

voluntary environmental disclosure on firm per-

formance (Cragg, 2002; Lorraine et al., 2004). As

a whole, these two lines of research offer sup-

porting evidence for a positive relationship

between social disclosure and financial performance.

Similarly, we expect CRE to have a positive

impact on the financial performance of a firm. CRE

can have beneficial value to for several reasons. (1) It

attends to the investors� need for ethical and social information which, in turn, helps to achieve better

long-term investment decisions (Hummels and

Timme, 2004; Sethi, 2005). (2) It provides a clear

signal about the stance and beliefs of the firm,

reducing uncertainty about future actions and long-

term risks (Sethi, 2005), which can stimulate trust

and commitment between shareholders and top

management and reduce opportunistic behaviours

and transactional costs (Hosmer, 1994; Jones, 1995).

(3) It may be a valuable tool for creating such

intangible assets as good corporate image and en-

hanced reputation, which can be sources of com-

petitive advantage (Fombrun, 1996; Fombrun and

Foss, 2004; Hillman and Keim, 2001). (4) Investors

may interpret an ethical statement as a positive signal

regarding the firm�s resources, because only com- panies with sufficient resources can embark on eth-

ical enterprises (cf. Orlitzky et al., 2003; Waddock

and Graves, 1997). In short, CRE has an important

informational value, and we expect that investors

incorporate ethical information into their assessment

of a firm�s value. Even though CRE is expected to increase share-

holder value because of these arguments, CAE is an

initiative oriented to specific stakeholder needs and

does not necessarily represent investments subject to

return evaluation (Fombrun et al., 2000). Following

the example presented earlier in this article, divesting

from a country to avoid corruption problems can be

considered an ethical initiative, but it does not nec-

essarily represent an optimal decision from the per-

spective of maximizing value. Similarly, investing in

HIV/AIDS programs can be of fundamental impor-

tance to people stricken with the disease, but is not

expected to have a direct impact on the financial

performance of the firm. Hillman and Keim (2001)

have presented empirical evidence to suggest that

participation in social initiatives that are not related to

primary stakeholders hinders shareholder value. Al-

though these initiatives may have potential reputa-

tional benefit and a positive impact on SS

(Hypothesis 1b), they are costly in terms of organi-

zational resources and create dubious financial pay-

offs (Hillman and Keim, 2001; Fombrun et al., 2000).

Therefore, we expect, on the one hand, that the

informational value of CRE has a positive impact on

the financial performance of a firm, even after

controlling for its effects on SS. On the other hand,

we expect no further positive impact of CAE

beyond the positive effect on SS. This implies that

the effect of CAE on performance is fully mediated

by SS. These two ideas are captured in our final

hypothesis.

Hypothesis 3b: Corporate revealed ethics has a

positive influence on financial performance, even

after controlling for stakeholder satisfaction;

whereas CAE has no further influence.

Methods

Sample and data

We created our data sample from the 2002 SiRi

Pro TM

database compiled by the company Sustain-

able Investment Research International (SiRi) – the

Corporate Ethical Identity As Determinant of Firm Performance 41

world�s largest company specializing in the analysis of socially responsible investment. SiRi comprises

eleven independent research institutions, such as the

US firm of Kinder, Lyndenburg, Domini Research

and Analytics Inc. (KLD) or the UK firm of Pensions

and Investment Research Consultants Ltd. The SiRi

reports rely on each company�s reporting proce- dures, policies and guidelines, management systems,

and key data. This information is extracted primarily

from ongoing contact with management represen-

tatives, but also from financial accounts, company

documentation, international databases, media

reports, and interviews with key stakeholders. Each

firm�s profile contains over 350 data points that cover all major stakeholder issues, including com-

munity involvement, environmental impact, cus-

tomer policies, employment relations, human rights,

activities in controversial areas (e.g. alcohol), sup-

plier relations, and corporate governance. We sup-

plemented the information on social and ethical

issues with financial data extracted from the OSIRIS

database for the years 2000–2003 – a comprehensive

database of listed and large unlisted companies

around the world, compiled by Bureau Van Dijk. It

contains balance sheets, income statements, cash

flow statement, and stock data. Given the differences

in accounting practices among the different coun-

tries included in the database, it is important to note

that OSIRIS�s information is standardized. We excluded from our sample financial firms and

those that do not provide complete information on

financial data. The final sample comprised 398

companies belonging to 26 countries. 2

Our data

only allow a cross-sectional analysis because our

information is limited to one year from the SiRi

Pro TM

. This limitation is not critical in our analysis,

given the inertia associated with a firm�s ethical policies (Agle et al., 1999).

Measures

Corporate ethical identity

We operationalized this variable through the sum of

its two basic ethical components: CRE and CAE.

Corporate revealed ethics

A mission statement is seen as the starting point for

revealing a corporate identity program, as it is an

effective vehicle by which a firm�s essential values are

communicated to its stakeholders (Leuthesser and

Kohli, 1997). Issues of business ethics are likely to be

explicit in mission statements, and mission state-

ments are included in annual reports or in other

corporate statements. To measure the CRE variable,

we used the SiRi Pro TM

database, which contains

business ethics report. In the first part of this report,

SiRi analysts study the various corporate statements

and determine if the company discloses relevant

information related to its ethical business behaviour.

As a result, SiRi builds a dummy variable in which

the company scores ‘‘1’’ on this item if it discloses

information on business ethics in the corporate

statements and ‘‘0’’ if it does not. In our empirical

application, we used this item provided by SiRi.

Corporate applied ethics

We measure CAE using another dummy variable. In

this case, the SiRi analysts assess the organization�s business ethics initiatives, policies, and procedures.

Specifically, the company statements are inspected in

order to identify any specific ethical procedures (and

the scope of any such procedures) compliant with

the standards of business ethics. The company is

labeled ‘‘ethical’’ (a score of ‘‘1’’) if it conducts all of

the following actions: withdraws from a market to

avoid corruption problems; has an explicit, readily

available employee ethics policy; has a contact per-

son in case of irregularities; guarantees that the

reporting agent remains anonymous; and uses

sanctions for unethical behaviours. If the company

does not employ these business ethics procedures, it

receives a score of ‘‘0’’.

Stakeholder satisfaction

SS is viewed as a multidimensional construct

(Carroll, 1979) that captures a wide range of items –

at least one for each relevant stakeholder (Waddock

and Graves, 1997). In the past few years, the KLD

Social Index has been used extensively in empirical

research on stakeholder theory and has been found

to be one of the best measures of SS available to date

(Hillman and Keim, 2001). This index provides a

measure of the overall wellbeing of a firm�s multiple stakeholders.

3

In this study, we use the score provided by the

SiRi Pro TM

. This score aggregates the degree to

which the company satisfies stakeholders� interests and rates SS from 0 (worst) to 10 (best). Taking into

42 Pascual Berrone et al.

account the score received by each stakeholder

group or area – community, corporate governance,

customers, employees, environment, and vendors

and contractors – SiRi builds an aggregate score,

which we use as our final measure of stakeholder

satisfaction. 4

Corporate financial performance

A great deal of debate surrounds the use of

financial measures to assess performance. We use a

market-based measure: market value added (MVA).

In addition, for the sake of robustness, we provide

results using an accounting-based measure, return on

assets (ROA). MVA is calculated as the equity

market valuation of the company minus the capital

invested in the company, and can be interpreted as

the stock market�s estimation of net present value (Hillman and Keim, 2001). ROA is defined as the

ratio of profits before interest and taxes to total

assets. Accounting measures of financial perfor-

mance are inadequate for conducting large cross-

sectional comparisons across industries, because the

results may mask differences in financial perfor-

mance based on the specific context of an industry

(Griffin and Mahon, 1997). Thus, we use a fre-

quently applied method for controlling industry

effects (e.g. Agle et al., 1999), a measure arrived at

by subtracting the average ROA of the industry

from each firm�s ROA. Although many different measures of financial

performance could have been used, we emphasize

market-based measures because they better capture

the expected future impact of ethics on performance.

Specifically, the informational value of CRE can

only be measured through variables that discount the

expected future intangible investment derived from

a firm�s revealed ethical behaviour. Such variables are forward-looking measures (market performance

variables) rather than backward-looking measures

(accounting performance variables). On this point,

several authors have acknowledged the deficiencies

of accounting measures in capturing intangible

relationships and the benefits provided by market-

based measures (Hillman and Keim, 2001; Orlitzky

et al., 2003).

Control variables

We control for R&D investment, marketing con-

troversies, firm size, industry, risk, and country fol-

lowing the lead of previous researchers (McWilliams

and Siegel, 2000; Waddock and Graves, 1997). We

operationalized these variables as follows:

R&D investment is defined as the ratio of R&D

expenses to total assets in a log scale. McWilliams

and Siegel (2000) showed that R&D is positively

correlated with stakeholder performance and

financial performance. As they point out, a major

determinant of the financial performance of firms is

their spending on R&D, because it leads to product

and process innovation and enhances firm produc-

tivity. At the same time, the correlation between

R&D and SS is explained by the fact that many

aspects that create utility for a firm�s stakeholders are generated through product or process innovations.

Thus, in order to isolate the real impact of a firm�s SS on financial performance, we need to control for

investment in R&D. Otherwise, we would provide

upward-biased estimators of the SS variable.

Marketing controversies is intended to capture the

marketing practices of firms – a variable that has

been shown to be an important determinant of

financial performance and SS. Consequently, an

appropriate econometric model must include a

proxy variable for marketing practices, and we use

SiRi�s dummy variable ‘‘existence of controversies over marketing practices’’. This variable takes a va-

lue of ‘‘1’’ if the firm has controversies over product

quality and safety or if the firm benefits from market

power over its clients and a value of ‘‘0’’ otherwise.

Irresponsible marketing practices – i.e. controversies

on product quality and safety or the abuse of market

power – is expected to decrease SS (Moskowitz,

1975). Therefore, we expect marketing controver-

sies to be negatively related to SS. Consistent with

our theoretical model, we also expect that marketing

controversies will have a negative effect on financial

performance. However, there may be an opposite

effect, given that a high level of controversy could

also indicate the market power of the firm. A firm

with strong market power (e.g., a monopolist firm)

can take advantage of its power financially and pass

the costs of advertising to customers (Tannous,

1997). This practice will result in bigger advertising

budgets, which are expected to have a positive

impact on performance (McWilliams and Siegel,

2000) but result in high levels of controversy (e.g.

unhappy customers because of excessive pricing). As

Corporate Ethical Identity As Determinant of Firm Performance 43

a consequence, the influence of marketing contro-

versies on CFP is unclear because we do not know

which of these two effects will prevail.

Size is defined in terms of a firm�s total sales on a log scale. The size of a firm is a standard factor in

explaining the ethical basis of CFP and SS. A firm�s commitment to a particular ethical behaviour and the

instruments it has available to implement this com-

mitment is expected to be related to the size of a firm.

Risk is measured by a firm�s beta (Hillman and Keim, 2001) as reported by OSIRIS. This variable

is recognized as a pivotal determinant in any esti-

mation of financial performance. Moreover, we

allow this variable to affect SS. Stakeholder well-

being is expected to be related to the possibility of

financial distress (Roberts, 1992). A firm with a

strong orientation towards its stakeholders may be

viewed as being better managed and therefore as

being less risky and vice versa (a firm with lower risk

is more likely to be committed to satisfying its

stakeholders).

We control for industry and country, as there are

13 sectors and 26 countries in our sample. Industry

effects are captured by 4-digit SIC dummy variables

(DummyS). To control for country influences, we use

a set of 25 dummy variables (DummyC).

Finally, in order to prevent potential endoge-

neity problems between measures and consistent

with previous studies like that of McWilliams and

Siegel (2000), we used the mean of all our vari-

ables. The underlying idea is that by averaging

variables, it is possible to find more robust coeffi-

cients in the estimations because the error terms are

less highly correlated with the average independent

variables.

Data analysis and model specification

A test for identifying outliers in multivariate data was

performed. The method developed by Hadi (1992,

1993) indicated that we have significant outliers in

our data. It is well known that ordinary least squares

are sensitive to outliers (Berk, 1990). In this case,

robust regression may be the only reasonable statis-

tical recourse (Hamilton, 1992) because it limits the

influence of outlying observations and allows for

more robust inferences. 5

In our empirical application, we rely on two basic

specifications, one explaining SS and one explaining

CFP. The main independent variable in both cases is

CEI, which is also separated into its component

parts, CRE and CAE. Following previous research

(Waddock and Graves, 1997), we consider the same

set of control variables in explaining CFP and SS. In

order to explain a firm�s SS and test Hypothesis 1a, we consider the following specification:

SSi ¼ a0 þ a1CEIi þ a2R& Di þa3MARKETING CONTROVERSIESi

þa4SIZEi þ a5RISKi þ X12

K¼1 a5þKDummyS

þ X25

K¼1 a17þKDummyC

ð1Þ

In analyzing the possible differential effect of CRE

and CAE on SS, as stated in Hypothesis 1b, we

conducted two further estimations of specification

(1) by breaking the variable CEI into its two basic

components: CRE and CAE.

The second equation is aimed at explaining CFP

and, as mentioned, we contemplate the same basic

control variables as in specification (1). Hence, the

basic specification is:

CFPi ¼ b0 þb1SSi þb2CEIi þb3R& Di þb4MARKETING CONTROVERSIESi

þb5Sizei þb6Riski þ X12

K¼1 b6þKDummyS

þ X25

K¼1 b18þKDummyC (2)

From this specification, it is possible to test

Hypotheses 2, 3a, and 3b. More specifically, to test

Hypothesis 2, we exclude the CEI variable from

specification (2) in order to study the existence of a

direct effect of SS on CFP. This hypothesis is con-

firmed when b1 is positive. To test the mediating role of SS (Hypotheses 3a and 3b), we follow the meth-

odology described in Baron and Kenny (1986). In the

case of Hypothesis 3a, the methodology consists of

comparing two specifications: one that excludes the

SS variable and one that incorporates all the variables.

This hypothesis is confirmed when two conditions

are met: (1) b2 is positive and significant in the

44 Pascual Berrone et al.

specification that does not include the SS variable and

(2) in the specification that includes the SS variable,

b1 is positive and significant whereas b2 is neither positive nor significant. Finally, by separating the

CEI variable into its two basic components of CRE

and CAE, we can test if there is a differential medi-

ating effect of SS in the connection between a firm�s ethical dimension and its performance dimension. In

that case, Hypothesis 3b will be confirmed when,

jointly with the significant coefficient of SS, the

coefficient of CRE is positive, independent of

whether or not the SS variable is present in the

specification; however, the coefficient of CAE will

only be positive when the SS variable is not included

in the analysis.

Results

Table 1 reports means, standard deviations, and

correlations among the main variables used in the

study. Descriptive statistics show the existence of

large differences between the means and medians,

especially for the MVA and firm size variables. These

data suggest the existence of outliers, an extreme

confirmed by using the method of Hadi (1992,

1993). Thus, the implementation of robust regres-

sion techniques to test specifications (1) and (2) turns

out to be particularly desirable.

Concerning the correlation matrix, we find that

CEI and SS are positively correlated offering pre-

liminary support to Hypothesis 1a. Comparing the

correlation coefficient between CAE and SS with

the one between CRE and SS, we find that the

former is larger and significant at 1% (compared to

the 5% in the case of CRE). This provides initial

support for the differential effect stated in Hypothesis

1b. Furthermore, as predicted in Hypothesis 2, SS

and CFP are positively correlated. However, this is

not true when we use ROA as a measure of financial

performance. Finally, CEI and its two basic com-

ponents, CRE and CAE, are positively related with

the market-based measure of CFP.

Table 2 summarizes the regression analysis of

specification (1), whereby we test the effect of a

firm�s CEI on SS (Model 1A). Also, we break CEI into the two basic components: CRE and CAE

(Model 2A). Finally, we study the existence of a

possible complementarity between CRE and CAE.

To do so, in Model 3A we force CRE dummy

variable to be ‘‘1’’ when CRE = 1 and CAE = 0

and ‘‘0’’ otherwise.

Model 1A shows that the coefficient for CEI is

positive and highly significant (a = 2.182, p < 0.01) for explaining SS. These results provide strong

support for Hypothesis 1a. Furthermore, when we

break CEI into its two basic components (Model

2A), we find that both are positive and highly sig-

nificant (p < 0.01). However, CAE (a = 1.107, p < 0.01) contributes more than CRE (a = 0.852, p < 0.01) to the SS, and the difference between both

is significant (F = 2.79, p > F = 0.095). Thus, there

is support for Hypothesis 1b. The last row of Table 2

presents the result of testing the complementarity

between CRE and CAE. We observe that CRE

does not affect SS whenever CAE is ‘‘0’’. Hence, SS

requires the firm to implement some tangible mea-

sures (e.g., defining a CAE policy) – not merely to

make ethical statements (CRE).

Finally, Table 2 illustrates that the control variable

for measuring R&D investment is positive, although

not significant. As expected, marketing controversies

and risk are negatively and significantly related to SS

and size has a positive and significant effect on SS.

Table 3 displays the regression analysis results for

specification (2).

Model 1B tests the direct effect of SS on CFP.

Results indicate that the effect of SS on financial

performance is positive and significant (a = 0.053, p < 0.01), providing support for Hypothesis 2.

In order to test the mediating role of SS in the

relationship between CEI and CFP, as mentioned,

we compare Model 2B with Model 3B (Baron and

Kenny, 1986). We find that CEI, initially significant

in Model 2B (a = 0.296, p < 0.05), turns out to be nonsignificant once the SS variable is introduced

(a = 0.186, p > 0.1). Moreover, this latter variable is also significant (a = 0.050, p < 0.05), suggesting that it fully mediates the connection between CEI and

CFP and confirming Hypothesis 3a.

Next, Models 4B and 5B test the differential

mediating effect of SS in the connection among the

various components of ethical identity and CFP. We

find that a differential effect exists. The significant

coefficient of SS in Model 5B is accompanied by (1)

a change in the coefficient of CAE from significant

(a = 0.145, p < 0.05; Model 4B) to nonsignificant (a = 0.087, p > 0.1; Model 5B) and (2) a maintaining

Corporate Ethical Identity As Determinant of Firm Performance 45

of the significance of the CRE coefficient, albeit

lower in Model 5B (a = 0.156, p < 0.1) than in Model 4B (a = 0.201, p < 0.05). Hence, we can state that SS fully mediates the connection between

CAE and CFP but this is not found in the rela-

tionship between CRE and CFP, thereby confirm-

ing Hypothesis 3b.

Finally, in the same manner used in Table 2 for

SS, we test if a complementary relationship exists

between CRE and CAE in their connection with

CFP. To test this notion of complementarity, we use

the aforementioned dummy variable for CRE that is

equal to ‘‘1’’ when CRE = 1 and CAE = 0; and

‘‘0’’ otherwise. It is remarkable that all firms in our

sample using ethical programs (CAE = 1) revealed

their ethical posture in their corporate statements

(CRE = 1). However, some firms disclose their

ethical posture (CRE = 1) but do not conduct

ethical programs (CAE = 0). Model 6B shows that

the effect of CRE on financial performance is neg-

ligible when firms do not institute ethical initiatives

(i.e. CAE = 0). Thus, revealing ethical information

does not improve financial performance per se.

Applied ethical actions are needed in order to take

full advantage of ethical disclosure.

Concerning control variables, we find that R&D

investment and marketing controversies have a

positive and significant impact on CFP (p < 0.01 in

all models). The positive effect on CFP of marketing

controversies suggests that the aforementioned effect

of market power more than compensates for the

negative influence of controversies through a

reduction in SS. Overall, these results are consistent

with those of McWilliams and Siegel (2000). Finally,

in accordance with Hillman and Keim (2001), we

find that size has a significant effect on CFP, while

the effect of risk can be neglected.

For robustness, we replicate the previous analysis,

but making use of ROA rather than MVA as a proxy

of CFP. The results are consistent with Hypothesis 2

(a = 0.036, p < 0.1) and SS leads to improvements in accounting measures of CFP. However, there is

no connection between the ethical stances of a firm

and its accounting measure of financial performance.

We relate this result to the difficulties of using

accounting variables to capture the future effects on

performance of the intangible resources linked to the

ethical dimension of a firm. With respect to the rest

of the predictor variables, we find that the marketing

T A

B L E

I

E st

im at

iv e

st at

is ti c s

an d

S p e ar

m an

ra n k

c o rr

e la

ti o n

m at

ri x

a

M e an

s. d .

M e d ia

n M

in .

M ax

. 1

2 3

4 5

6 7

8 9

1 .

R e tu

rn s

o n

as se

ts (E

+ 0 1 )

0 .3

5 2 .7

9 0 .6

0 )

5 1 .6

2 4 .9

3

2 .

M ar

k e t

v al

u e

ad d e d

(E +

0 9 )

1 .1

8 8 .5

1 0 .0

1 )

0 .0

3 1 9 1 .0

0 0 .2

1 * * *

3 .

S ta

k e h o ld

e r

sa ti sf

ac ti o n

4 .6

4 1 .5

3 4 .7

3 0 .2

1 8 .7

3 0 .0

3 0 .1

5 * * *

4 .

C o rp

o ra

te e th

ic id

e n ti ty

1 .0

6 0 .6

7 1 .0

0 0 .0

0 2 .0

0 )

0 .0

4 0 .0

8 * * *

0 .5

5 * * *

5 .

C o rp

o ra

te re

v e al

e d

e th

ic s

0 .8

1 0 .4

0 1 .0

0 0 .0

0 1 .0

0 )

0 .1

0 * * *

0 .0

5 * *

0 .4

1 * * *

0 .8

4 * * *

6 .

C o rp

o ra

te ap

p li e d

e th

ic s

0 .2

6 0 .4

4 0 .0

0 0 .0

0 1 .0

0 0 .0

1 0 .0

9 * * *

0 .5

4 * * *

0 .8

9 * * *

0 .5

2 * * *

7 .

R &

D 0 .0

9 0 .2

7 0 .0

5 0 .0

0 6 .2

2 0 .0

8 * *

0 .8

0 * * *

0 .0

9 * *

0 .0

9 * *

0 .0

4 0 .0

9 * * *

8 .

M ar

k e ti n g

c o n tr

o v e rs

ie s

0 .1

3 0 .3

4 0 .0

0 0 .0

0 1 .0

0 0 .0

9 * * *

0 .1

6 * * *

) 0 .0

5 * *

0 .0

4 0 .0

2 0 .0

1 0 .0

8 * *

9 .

S iz

e (E

+ 0 9 )

1 .2

7 9 .1

0 0 .0

1 0 .0

0 1 3 1 .0

0 )

0 .0

1 0 .7

8 * * *

0 .2

1 * * *

0 .1

6 * * *

0 .1

2 * * *

0 .1

7 * * *

0 .7

4 * * *

0 .0

8 * * *

1 0 .

R is k

0 .6

2 0 .4

1 0 .5

3 )

0 .3

6 2 .3

7 )

0 .2

8 * * *

0 .2

0 * * *

0 .0

9 * * *

0 .1

0 * * *

0 .0

9 * * *

0 .1

0 * * *

0 .3

7 * * *

) 0 .2

2 * * *

0 .3

0 * * *

a n

= 3 9 8 .

S iz

e an

d R

& D

ar e

sh o w

n in

th e ir

o ri

g in

al sc

al e .

* p

< 0 .1

0 ;

* *

p <

0 .0

5 ;

* * *

p <

0 .0

1 .

46 Pascual Berrone et al.

controversies variable has no significantly positive

effect on ROA and that R&D investment is signif-

icantly related to ROA in two of the five regression

analyses and only at 10% level. The negative and

significant effects of size and risk on ROA are in

accordance with the evidence reported by Waddock

and Graves (1997) (Table 4).

Discussion and conclusion

In this paper we have introduced, as a way to

approach the ethical dimensions of a firm�s corporate identity, the concept of a firm�s CEI as well as its two basic components of CRE and CAE. We further

investigated the connections among these ethical

stances and a firm�s CFP, and the role of SS in mediating this relationship. As predicted, this study

showed that a strong CEI was positively related to

high levels of SS, which, in turn, had a positive

influence on the financial performance of a firm.

Hence, we conclude that the relationship between

CEI and CFP is mediated by SS. Moreover, we

found that each dimension of CEI (CRE and CAE)

has a distinctive effect on both SS and CFP. On the

one hand, CAE has a greater influence on SS than

does CRE. This finding suggests that stakeholders

obtain greater value from tangible ethical actions

than they do from simple ethical revelation. On the

other hand, we found that CRE has a positive

informational effect on shareholders� value after controlling for SS, whereas CAE has no further

impact on stock market value. This means that SS

mediates the relationship between CAE and CFP

but does not mediate the connection between CRE

and CFP. Nevertheless, both ethical concepts are

closely related, as we have found that ethical dis-

closures (CRE) only affect CFP when the disclosure

is accompanied by a positive CAE. This suggests a

complementary role between the two dimensions of

CEI.

In addition, by using alternative measures of

financial performance, we have been able to capture

the intangible nature of the CEI dimension.

Accounting measures of performance are recognized

as having difficulties in capturing the long-term

TABLE II

Results of robust regression analyses for stakeholder satisfaction a

Variable MODEL 1A MODEL 2A MODEL 3A c

Corporate ethic identity 2.182***

Corporate revealed ethics 0.852*** )0.497 Corporate applied ethics 1.107***

b

Controls

R&D 0.462 0.445 0.676

Marketing controversies )0.750*** )0.722*** )0.624** Size 0.194*** 0.193*** 0.354***

Risk )0.499*** )0.491*** )0.626*** Sector dummies Yes Yes Yes

Country dummies Yes Yes Yes

Constant )0.217 0.594 )1.196 R

2 0.442 0.441 0.350

F Test 9.36*** 8.99*** 6.35***

N 398 398 398

a Unstandardized regression coefficients are shown in the table.

b The test of equality of coefficients showed that the marginal effect of applied ethics is significantly higher than that of

revealed ethics (F = 2.79; p > F = 0.095). c In this specification, we force corporate revealed ethics (CRE) dummy variable to be equal to 1 when CRE = 1 and

corporate applied ethics (CAE) = 0; otherwise this dummy is 0.

*p < 0.10; **p < 0.05; ***p < 0.01.

Corporate Ethical Identity As Determinant of Firm Performance 47

value of intangible resources, such as reputation,

corporate culture, or knowledge assets. This diffi-

culty explains the null effect of the ethical dimen-

sions on performance in the case in which we

measure performance with an accounting measure

like the ROA, thereby confirming the relevance of

intangible resources on a firm�s CEI. Furthermore, when we focus on traditional measures of intangible

investments, like R&D investments, the relationship

between intangibles and firm�s ROA is weak. However, when we operationalize financial perfor-

mance by means of market-based measures such as

the MVA, a clear positive connection is found

between financial performance and ethics and

between financial performance and R&D. Note that

market-based measures of performance are more

suitable in capturing the long-term value created by

these intangibles: they approximate the stock mar-

ket�s estimation of the net present value of the future stream of income generated by intangible resources.

These results have clear implications for man-

agement researchers and practitioners, as they com-

bine theoretical aspects with other aspects that have a

clear practical content.

Implications for research

This paper contributes to the business ethics literature

by introducing constructs aimed at capturing a firm�s business ethical identity and assessing the pattern

among these constructs, SS, and financial perfor-

mance. Theoretically, we link the relationship among

these concepts and test them empirically, enhancing

the limited evidence for a link between business ethics

and performance. Our results indicate that a strong

ethical identity can have both intrinsic and strategic

value. In this regard, there have been controversies

about the application of ethics as a strategic tool. For

instance, Queen and Jones (1999) argued that ethical

initiatives justified on a strategic basis are, in fact,

unethical. Furthermore, they suggest that because an

ethical stance is difficult to fake when its underlying

motivation is profit maximization, such a strategy is

unlikely to provide economic benefits. Hillman and

Keim (2001) have also argued that participation in

social and ethical issues may adversely affect the firm�s ability to create shareholder wealth. However, our

results show that a well built CEI has direct and

indirect positive influences on financial performance.

TABLE III

Results of robust regression analyses for financial performance: market value added a

Variable MODEL 1B MODEL 2B MODEL 3B MODEL 4B MODEL 5B MODEL 6B b

Stakeholder satisfaction 0.053*** 0.050** 0.048** 0.051***

Corporate ethic identity 0.296** 0.186

Corporate revealed ethics 0.201** 0.156* 0.207

Corporate applied ethics 0.145** 0.087

Controls

R&D 1.524*** 2.284*** 2.015*** 2.240*** 1.820*** 1.443***

Marketing controversies 0.347*** 0.429*** 0.428*** 0.450*** 0.430*** 0.344***

Size 0.191*** 0.214*** 0.200*** 0.204*** 0.187*** 0.179***

Risk )0.001 )0.017 0.017 )0.005 0.023 0.003 Sector dummies Yes Yes Yes Yes Yes Yes

Country dummies Yes Yes Yes Yes Yes Yes

Constant )2.495*** )2.729*** )2.822*** )2.560*** )2.492 )2.319*** R

2 0.720 0.719 0.731 0.720 0.718 0.682

F Test 30.61*** 30.08*** 30.73*** 29.05*** 27.91*** 26.44***

N 398 398 398 398 398 398

a Unstandardized regression coefficients are shown in the table.

b In this specification, we force corporate revealed ethics (CRE) dummy variable to be equal to 1 when CRE = 1 and

corporate applied ethics (CAE) = 0; otherwise this dummy is 0.

*p < 0.10; ** p < 0.05; *** p < 0.01.

48 Pascual Berrone et al.

We take advantage in this paper of the integrative

line of research of stakeholder theory by combining

the normative and the instrumental approaches to

develop our theoretical framework. Overall, we

have found support for our theoretical contentions,

reinforcing the validity of the integrative approach

to stakeholder theory (Gibson, 2000; Jones, 1995;

Jones and Wicks, 1999). This approach appears to be

a promising theoretical framework for combining

ethics and business, and it is our hope that future

research can refine this concept and extend the

search for connecting elements.

Implications for practice

Consistent with the findings of previous studies

(Berman et al., 1999; Hillman and Keim, 2001), we

found that firms satisfying stakeholder demands have

higher economic benefits and achieve differentiation

from their competitors. Developing close relation-

ships with key stakeholders creates intangible re-

sources that are the basis for a sustainable

competitive advantage. Hence, managers should

recognize the importance of these relationships and

place them on their strategic agenda.

From a perspective of maximizing shareholder

value, previous research has depicted the importance

of social disclosure on the firm�s value. At the same time, some studies have shown that investing in

ethical and social initiatives can, in some cases, be

against the shareholders� best interests (Hillman and Keim, 2001). Our study validates the relevance of

ethical disclosure practices, as investors may be able

to internalize the expected future benefits through

their investment decisions in financial markets.

Therefore, revealing ethical values and beliefs in

accordance to those of the stakeholders appears to be

an adequate strategy for managers to follow.

Our study also demonstrates that although ethical

initiatives do not necessarily represent profitable

investments (i.e. there is not a direct influence), they

do form a key determinant of SS, and that SS, in

turn, boosts financial performance. Thus, ethical

actions have an indirect effect on financial perfor-

mance through SS.

Finally, given the complementarity between CRE

and CAE, we have demonstrated that firms that

adopt an ethical disclosure policy disconnected from

their actions may hinder their value. A company that

merely adopts ethical behaviour in a symbolic

manner (Stevens et al., 2005) decoupled from its

TABLE IV

Results of robust regression analyses for financial performance: return on assets a

Variable MODEL 1C MODEL 2C MODEL 3C MODEL 4C MODEL 5C

Stakeholder satisfaction 0.036* 0.036* 0.036*

Corporate ethic identity 0.067 )0.010 Corporate revealed ethic 0.052 0.024

Corporate applied ethic 0.036 )0.003

Controls

R&D 0.533 0.883* 0.542 0.817* 0.495

Marketing controversies 0.135 0.126 0.136 0.128 0.139

Size )0.038** )0.032* )0.038* )0.032* )0.038** Risk )0.432*** )0.451*** )0.434*** )0.451*** )0.432*** Sector� dummies Yes Yes Yes Yes Yes Country�s dummies Yes Yes Yes Yes Yes Constant 2.674*** 1.737*** 1.721*** 1.775*** 1.738***

R 2

0.368 0.353 0.367 0.355 0.369

F Test 6.88*** 6.45*** 6.61*** 6.29*** 6.44***

N 398 398 398 398 398

a Unstandardized regression coefficients are shown in the table.

* p < 0.10; ** p < 0.05; *** p < 0.01.

Corporate Ethical Identity As Determinant of Firm Performance 49

actions runs the risk of jeopardizing its own future.

And ethical disclosure, it appears, is not enough: the

positive influence of ethical behaviour existed in our

study only when ethical revelation was substantively

coupled with ethical activities. Our research sug-

gests, in fact, that the effective management of eth-

ical identity implies a balance between ethical

communications and ethical behaviours.

Limitations and future research

Although we used a unique database with a number of

strengths, including its international content, we must

recognize some weakness in our empirical applica-

tion. One such limitation is the cross-sectional

regression analyses on which our findings are based.

Future work should attempt to expand the sample to

include more years, allowing the employment of

temporal lags in estimations – particularly in those

estimations that include that are based on accounting

measures of financial performance. Furthermore,

richer panel data would allow the examination of

more dynamic aspects on the connection between

ethics, SS, and performance.

A second limitation is related to the way we have

measured some of the variables. Consistent with

previous studies, for example, we have adopted the

SiRi score, which has been validated as one of the best

available (Sharfman, 1996), as a measure of SS.

However, the use of an index of aggregated satisfac-

tion precludes the analysis for particular stakeholders.

It is reasonable to expect that CEI will affect SS dif-

ferently and that some stakeholders will have a more

decisive effect on CFP than others will. Moreover,

the scope of our research did not take into account the

possibility that firms and managers may perceive the

saliency of stakeholders differently (Mitchell et al.

1997) and their importance may have differential

implications for corporate identity (Stuart, 2002).

Nonetheless, we believe that our work have initial-

ized efforts to understand the multifaceted relations

between corporate identity, ethics and firm perfor-

mance. A more fine-grained theoretical and empirical

analysis will be the subject of future research.

Final remark

Ethics and business are not unrelated worlds. Our

work provides strong support for the position that

ethical behaviour is ultimately in the company�s best financial interest. It also demonstrates the strength of

ethical behaviour in creating positive social conse-

quences by providing greater satisfaction to stake-

holders. It seems clear, then, that the effective

management of CEI can play a significant role in the

overall performance of the firm.

Acknowledgements

The authors wish to thank Carlos Bendito, Eva Ramos

and Ramón Pueyo (Fundación Ecologı́a y Desarrollo),

Philippe Spicher (Sustainable Investment Research

International, SiRi Company), and Analistas Internacio-

nales en Sostenibilidad (AIS TM

) – a SiRi Company

partner firm based in Spain – for their helpful com-

ments and access to the SiRi Pro TM

database. We also

acknowledge the financial support of the Ministerio de

Ciencia y Tecnologia (Grant #SEC 2003-03797 and

#SEC2001-0445), and SEJ 2006-01731 and Comunidad

de Madrid y Universidad Carlos III (Grant#UC317-

ECO-05-04Z) Ministerio de Educación y Ciencia

(Grant #SEJ 2004-07877-C02-02).

Notes

1 There are other features that influence the corpo-

rate identity of firms: for example, the competitive

environment in which the company interacts, the per-

sonality of the original owners, the behaviours of

employees, and the products and services it offers. The

focus of our paper, however, is exclusively on the

relationship between the firm and its stakeholders. We

thank an anonymous reviewer for this clarifying sug-

gestion. 2

The distribution of firms by country is as follows:

30.49% US, 17.28% UK, 12.23% Swiss, 6.6% French,

6.02% Japanese, 5.63% German, 4.08% Dutch, 3.3%

Italian, 2.72% Swedish, 1.94% of Spanish, 1.36% Bel-

gian, 1.36% Finnish, 1.17% Hong Kong, 0.97% Cana-

dian, 0.97% Danish, 0.78% Irish, 0.58% Australian,

0.58% Korean, 0.39% Norwegian, 0.39% Portuguese,

and one firm each from Austria, China, Luxemburg,

Taiwan, Thailand, and Singapore. 3

Although the debate of who is the stakeholder and

to whom the firm should turn its attention is still an

open one (Mitchell et al., 1997, Jensen, 2001, Hill and

Jones, 1992), it seems that there is more agreement on

the topic of which stakeholders are primary to the firm.

50 Pascual Berrone et al.

These primary stakeholders are those whose participa-

tion is essential for the firm�s survival (Clarkson, 1995): typically, shareholders, employees, suppliers, customers,

the community, and the environment. Our aggregated

measure captures all major stakeholder groups and is

consistent with measures used in previous research (e.g.,

Hillman and Keim, 2001). 4

Corporate governance is a proxy of shareholder sat-

isfaction, as it assumes higher values when: (a) The

positions of Chairman and CEO are not combined; (b)

There is a maximum of 20% of executive directors on

the board; (c) There is no limitation of shareholders

rights; (d) the company has one class of stock or the

company�s classes of stock have equal voting rights; and (e) There is an independent audit, remuneration, and

nomination committee. 5

We thank one of the referees for this suggestion.

References

Agle, B. R., R. K. Mitchell and J. A. Sonnenfeld: 1999,

�Who Matters to Managers? An Investigation of Stakeholder Attributes and Salience, Corporate Per-

formance, and Manager Values�, Academy of Manage- ment Journal 42(5), 507–525.

Balmer, J. M. T.: 1998, �Corporate Identity and the Advent of Corporate Marketing�, Journal of Marketing Management 14, 963–996.

Balmer, J. M. T.: 2001, �Corporate Identity, Corporate Branding and Corporate Marketing - Seeing Through

the Fog�, European Journal of Marketing 35(3/4), 248–291. Balmer, J. M. T. and E. R. Gray: 2000, �Corporate

Identity and Corporate Communications: Creating a

Competitive Advantage�, Industrial and Commercial Training 32(7), 256.

Balmer, J. M. T. and E. R. Gray: 2003, �Corporate Brands: What are they? What of them?�, European Journal of Marketing 37(7/8), 972–997.

Baron, R. and D. Kenny: 1986, �The Moderator-Medi- ator Variable Distinction in Social Psychologicalre-

search: Conceptual, Strategic and Statistical

Considerations�, Journal of Personality and Social Psy- chology 51, 173–182.

Berk, R. A.: 1990, �A Primer on Robust Regression�, in J. Fox and J. S. Long (eds.Methods of Data Analysis (Sage

Publications, Newburry Park, CA), pp. 292–324.

Berman, S. L., A. C. Wicks, S. Kotha and T. M. Jones:

1999, �Does Stakeholder Orientation Matter? The Relationship Between Stakeholder Management

Models and Firm Financial Performance�, Academy of Management Journal 42(5), 488–506.

Carroll, A. B.: 1979, �A Three-Dimensional Conceptual Model of Corporate Performance�, Academy of Man- agement Review 4(4), 497–505.

Clarkson, M. B. E.: 1995, �A Stakeholder Framework for Analyzing and Evaluating Corporate Social Perfor-

mance�, Academy of Management Review 20(1), 92–117. Cragg, W.: 2002, �Business Ethics and Stakeholder The-

ory�, Business Ethics Quarterly 12(2), 113–142. Das, T. K.: 2005, �How Strong are The Ethical Prefer-

ences of Senior Business Executives?�, Journal of Busi- ness Ethics 56(1), 69–80.

Deephouse, D. L.: 2000, �Media Reputation as a Strategic Resource: An Integration of Mass Communication

and Resource-Based Theories�, Journal of Management 26(6), 1091–1112.

Donaldson, T: 1999, �Making Stakeholder Theory Whole�, Academy of Management Review 24(2), 237–241.

Donaldson, T.: 2003, �Editor�s Comments: Taking Ethics Seriously – A Mission Now More Possible�, Academy of Management Review 28(3), 363–366.

Donaldson, T. and T. W. Dunfee: 1994, �Toward a Unified Conception of Business Ethics: Integrative

Social Contracts Theory�, Academy of Management Re- view 19(2), 252–284.

Donaldson, T. and L. E. Preston: 1995, �The Stakeholder Theory of the Corporation: Concepts, Evidence, and

Implications�, Academy of Management Review 20(1), 65–91.

Evan, W. and E. R. Freeman: 1983, �A Stakeholder Theory of the Modern Corporation: Kantian Capi-

talism�, in T. Beauchamp and N. Bowie (eds.), Ethical Theory in Business (Prentice-Hall, Englewood Cliffs,

NJ), pp. 75–93.

Ferrell, O. C., J. Fraedrich and L. Ferrell: 2000, Business

Ethics (Houghton Mifflin, Boston).

Fisher, J.: 2004, �Social Responsibility and Ethics: Clari- fying the Concepts�, Journal of Business Ethics 52(4), 391–400.

Fombrun, C. J.: 1996, Reputation: Realising Value From the

Corporate Image (Harvard Business School Press, Bos-

ton, Massachusetts).

Fombrun, C. J. and C. Foss: 2004, �Business Ethics: Corporate Responses to Scandal�, Corporate Reputation Review 7(3), 284–288.

Fombrun, C. J., N. A. Gardberg and M. L. Barnett: 2000,

�Opportunity Platforms and Safety Nets: Corporate Citizenship and Reputational Risk�, Business and Soci- ety Review 105(1), 85–106.

Fombrun, C. J. and M. Shanley: 1990, �What is in a Name? Reputation Building and Corporate Strategy�, Academy of Management Journal 33(2), 233–256.

Corporate Ethical Identity As Determinant of Firm Performance 51

Freeman, E. R.: 1984, Strategic Management: A Stakeholder

Approach (Prentice Hall, Englewood Cliffs, NJ).

Freeman, E. R.: 1999, �Divergent Stakeholder Theory�, Academy of Management Review 24(2), 233–236.

Freeman, E. R. and J. McVea: 2001, �A Stakeholder Approach to Strategic Management�, in M. Hitt, E. R. Freeman and J. Harrison (eds.), Handbook of Strategic

Management (Blackwell Publishing, Oxford, U.K), pp.

189–207.

Friedman, M.: 1970, �The Social Responsibility of Business is to Increase its Profits�, New York Times Magazine 13, 32–33.

Fritz, J. M. H., R. C. Arnett and M. Conkel: 1999,

�Organizational Ethical Standards and Organizational Commitment�, Journal of Business Ethics 20(4), 289–299.

Garriga, E. and D. Melé: 2004, �Corporate Social Responsibility Theories: Mapping the Territory�, Journal of Business Ethics 53(1–2), 51–71.

Gibson, K.: 2000, �The Moral Basis of Stakeholder Theory�, Journal of Business Ethics 26(3), 245–257.

Gray, E. R. and J. M. T. Balmer: 1998, �Managing Corporate Image and Corporate Reputation�, Long Range Planning 31(5), 695–702.

Grojean, M. W., C. J. Resick, M. W. Dickson and D. B.

Smith: 2004, �Leaders, Values, and Organizational Climate: Examining Leadership Strategies for Estab-

lishing an Organizational Climate Regarding Ethics�, Journal of Business Ethics 55(3), 223–241.

Hadi, A. S.: 1992, �Identifying Multiple Outliers in Multivariate Data�, Journal of the Royal Statistical Society 54(3), 761–771.

Hadi, A. S.: 1993, �A Modification of a Method for the Detection of Outliers in Multivariate Samples�, Journal of the Royal Statistical Society 56(2), 393–396.

Hamilton, L.: 1992, Regression with Graphics: A Second

Course in Applied Statistics (Duxbury Press, California).

Harrison, J. and E. R. Freeman: 1999, �Stakeholders, Social Responsibility, and Performance: Empirical

Evidence and Theoretical Perspectives�, Academy of Management Journal 42(5), 479–485.

Hatch, M. J. and M. Schultz: 1997, �Relations Between Organizational Culture, Identity and Image�, European Journal of Marketing 31(5), 356–365.

Healy, P. M. and K. G. Palepu: 2001, �Information Asymmetry, Corporate Disclosure, and the Capital

Markets: A Review of the Empirical Disclosure

Literature�, Journal of Accounting and Economics 31(1), 405–440.

Hill, C. and T. M. Jones: 1992, �Stakeholder-Agency Theory�, Journal of Management Studies 29(2), 131–154.

Hillman, A. J. and G. D. Keim: 2001, �Shareholder Value, Stakeholder Management, and Social Issues: What�s the Bottom Line?�, Strategic Management Journal 22, 125–139.

Hosmer, L. T.: 1994, �Strategic Planning as of Ethics Mattered�, Strategic Management Journal 15(Special Is- sue), 17–34.

Hummels, H. and D. Timme: 2004, �Investors in Need of Social, Ethical, and Environmental Information�, Jour- nal of Business Ethics 52(1), 73–84.

Jensen, M. C.: 2001, �Value Maximization, Stakeholder Theory, and the Corporate Objective Function�, Journal of Applied Corporate Finance 14(3), 8–21.

Jones, T. M.: 1995, �Instrumental Stakeholder Theory: A Synthesis of Ethics and Economics�, Academy of Man- agement Review 20(2), 404–437.

Jones, T. M. and A. C. Wicks: 1999, �Convergent Stakeholder Theory�, Academy of Management Review 24(2), 206–221.

Leuthesser, L. and C. Kohli: 1997, �Corporate Identity: The Role of Mission Statements�, Business Horizons 40(3), 56–66.

Logsdon, J. M. and K. Yuthas: 1997, �Corporate Social Performance, Stakeholder Orientation, and Organi-

zational Moral Development�, Journal of Business Ethics 16, 1213–1226.

Lorraine, N. H., D. J. Collison and D. M. Power: 2004,

�An Analysis of the Stock Market Impact of Environ- mental Performance Information�, Accounting Forum 28(1), 7–27.

Margolis, J. D. and J. P. Walsh: 2003, �Misery Loves Companies: Rethinking Social Initiatives by Business�, Administrative Science Quarterly 48(2), 268–304.

Markwick, N. and C. Fill: 1997, �Towards a Framework for Managing Corporate Identity�, European Journal of Marketing 31(5/6), 396–409.

McWilliams, A. and D. Siegel: 2000, �Corporate Social Responsibility and Financial Performance: Correlation

or Misspecification?�, Strategic Management Journal 21(5), 603–609.

Melewar, T. C. and E. Jenkins: 2002, �Defining the Corporate Identity Construct�, Corporate Reputation Review 5(1), 76–90.

Mitchell, R. K., B. R. Agle and D. J. Wood: 1997,

�Toward a Theory of Stakeholder Identification and Salience: Defining the Principle of Who and What

Really Counts�, Academy of Management Review 22(4), 853–886.

Moskowitz, M: 1975, �Profiles in Corporate Responsi- bility: The Ten Worst, The Ten Best�, Business and Society Review 13, 8–42.

Orlitzky, M., F. L. Schmidt and S. L. Rynes: 2003,

�Corporate Social and Financial Performance: A Meta- Analysis�, Organization Studies 24(3), 403–441.

Pfeffer, J. and G. R. Salancik: 1978, The External Control

of Organizations: A Resource Dependence Perspective

(Harrper & Row, New York).

52 Pascual Berrone et al.

Philips, R. A.: 1997, �Stakeholder Theory and the Prin- ciple of Fairness�, Business Ethics Quarterly 7, 51–66.

Phillips, R. A. and J. Reichart: 2000, �The Environment as a Stakeholder? A Fairness-Based Approach�, Journal of Business Ethics 23(2), 185–197.

Ponemon, L. and C. Michaelson: 2000, �Ethics at the Core�, Perspectives - PricewaterhouseCoopers 2, 4–9.

Post, J. E., L. E. Preston and S. Sachs: 2002, �Managing the Extended Enterprise: The New Stakeholder View�, California Management Review 45(1), 6–28.

Rawwas, M. Y. A., Z. Swaidan and M. Oyman: 2005,

�Consumer Ethics: A Cross-Cultural Study of the Ethical Beliefs of Turkish and American Consumers�, Journal of Business Ethics 57(2), 183–195.

Roberts, P. W. and G. R. Dowling: 2002, �Corporate Reputation and Sustained Superior Financial Perfor-

mance�, Strategic Management Journal 23, 1077–1093. Roberts, R.: 1992, �Determinants of Corporate Social

Responsibility Disclosure�, Accounting, Organizations and Society 17(6), 595–612.

Rockness, H. and J. Rockness: 2005, �Legislated Ethics: From Enron to Sarbanes-Oxley, the Impact on Cor-

porate America�, Journal of Business Ethics 57(1), 31–54. Schwab, B.: 1996, �A Note on Ethics and Strategy: Do

Good Ethics Always Make for Good Business?�, Stra- tegic Management Journal 17, 499–500.

Scott, S. G. and V. R. Lane: 2000, �A Stakeholder Approach to Organizational Identity�, Academy of Management Review 25(1), 43–62.

Sethi, S. P.: 2005, �Investing in Socially Responsible Companies is a Must for Public Pension Funds – Be-

cause there is No Better Alternative�, Journal of Business Ethics 56(2), 99–129.

Sharfman, M.: 1996, �The Construct Validity of the Kinder, Lydenberg & Domini Social Performance

Rating Data�, Journal of Business Ethics 15, 287–296. Stevens, J. M., H. K. Steensma, D. A. Harrison and P. L.

Cochran: 2005, �Symbolic or Substantive Document? The Influence of Ethics Codes on Financial Executives� Decisions�, Strategic Management Journal 26, 181–195.

Strong, K. C., R. C. Ringer and S. A. Taylor: 2001,

�The Ruled of Stakeholder Satisfaction (Timeliness, Honesty, Empathy)�, Journal of Business Ethics 32(3), 219–230.

Stuart, H.: 2002, �Employee Identification with the Corporate Identity�, International Studies of Management & Organization 32(3), 28–44.

Tannous, G.: 1997, �Capital Budgeting for Advertising Expenditures: A Contingent Claims Approach�, Review of Quantitative Finance and Accounting 8, 109–128.

Treviño, L. K. and G. R. Weaver: 1999, �The Stake- holder Research Tradition: Convergent Theorists-Not

Convergent Theory�, Academy of Management Review 24(2), 222–227.

van Rekom, J.: 1997, �Deriving an Operational Measure of Corporate Identity�, European Journal of Marketing 31(5/6), 410.

van Riel, C. B. M.: 1995, Principles of Corporate Commu-

nication (Prentice Hall, New York).

van Riel, C. B. M. and J. M. T. Balmer: 1997, �Cor- porate Identity: The Concept, Its Measurement and

Management�, European Journal of Marketing 31(5/6), 340–355.

Waddock, S. A. and S. B. Graves: 1997, �The Corporate Social Performance-Financial Performance Link�, Strategic Management Journal 18(4), 303–319.

Walsh, J. P., K. Webber and J. D. Margolis: 2003, �Social Issues and Management: Our Lost Cause Found�, Journal of Management 29(6), 859–881.

Wartick, S. L. and P. L. Cochran: 1985, �The Evaluation of the Corporate Social Performance Model�, Academy of Management Review 10(4), 758–769.

Weaver, G. R., L. K. Treviño and P. L. Cochran: 1999,

�Integrated and Decoupled Corporate Social Perfor- mance: Management Commitments, External Pres-

sures, and Corporate Ethics Practices�, Academy of Management Journal 42(5), 539–552.

Wicks, A. C., D. R. Gilbert, Jr. and E. R. Freeman:

1994, �A Feminist Reinterpretation of the Stakeholder Concept�, Business Ethics Quarterly 4, 475–498.

Wood, D. J.: 1991, �Corporate Social Performance Revisited�, Academy of Management Review 16(4), 691–718.

Pascual Berrone, Jordi Surroca and Josep A. Tribó

Department of Business Administration,

Universidad Carlos III de Madrid,

Calle Madrid 126, 28903,

Getafe, Madrid, Spain

E-mail: [email protected]

Corporate Ethical Identity As Determinant of Firm Performance 53