Adapting Corporate Structure for Social Responsiveness
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Abstract
A 1975 survey of 192 Fortune corporations revealed that decisions with considerable social implication are usually processed through specially created centers for social responsibility. While the most prevalent form of structural adaptation to the increasing need for social responsiveness was the creation of one or several permanent departments, preferences varied substantially by industry, by areas of social involvement, and by size of firm. A 1977 follow-up investigation of seventy-five firms indicated an increasing level of departmentalization, although the change was not statistically significant.