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Business & Society
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Private Management and Public Opinion

Corporate Social Responsiveness Revisited

Steen Vallentin

Copenhagen Business School

This article presents a conceptual exploration of public opinion (PO) from the point of view of corporate social responsiveness (CSR2). The proposed PO-CSR2 framework encompasses four complementary means of framing public opinion: the philosophy of measurement of the market view (PO1); the action theory of the mobilization view (PO2); the negative, constraining mode of the social control view (PO3); and the proactive stance of the strategic enactment view (PO4). The article unfolds the particular characteristics of these four views and shows how they, individually and in conjunction, can serve as useful tools for understanding and analyzing corporate social responsiveness. Far from being a narrow concept that focuses attention mainly on the popular—and, some would say, superficial—aspects of responsiveness, the author argues that public opinion is a concept that embodies variety and provides a multifaceted point of departure for reflections on the relationship between business and society.

Key Words: public opinion theory • corporate social responsiveness • corporate social performance • environmental assessment • stakeholder management • issues management

This version was published on March 1, 2009

Business & Society, Vol. 48, No. 1, 60-87 (2009)
DOI: 10.1177/0007650307300443
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