This paper consolidates the state of academic research on "innovation". Based on a systematic review of literature published over the past 27 years, we synthesize various research perspectives into a comprehensive multi-dimensional framework of organizational innovation - linking leadership, innovation as a process, and innovation as an outcome. We also suggest measures of determinants of organizational innovation and present implications for both research and managerial practice. Copyright (c) 2009 Blackwell Publishing Ltd and Society for the Advancement of Management Studies.

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Previous research investigating the relationship between corporate social responsibility (CSR) and corporate financial performance (CFP) reveals the importance of industry specificity. Drawing on strategic stakeholder theory, we argue that the strategic fit between CSR activities and value chain activities contributes to industry-specific effects in the CSR-CFP relationship. Given the multidimensional nature of CSR, some CSR activities will be more impactful for certain industries than others, because industries differ in value chain activities and salient stakeholders. Specifically, we propose and test a set of hypotheses for two industries positioned on the different ends of the industry spectrum based on their ecological footprint -healthcare and resource extraction. We further examine the industry specificity of the CSR-CFP relationship by exploring external economic conditions (the 2008-2009 recession) as a boundary condition. Our study contributes to the extant literature by demonstrating the role of strategic fit between CSR and value chain activities in explaining the influence of CSR on CFP. Additional testing of this mechanism in times of economic hardship adds a unique aspect to our theoretical and empirical contributions.

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