A new book by Harvard professor Rosabeth Moss Kanter comes out this month. SuperCorp: How Vanguard Companies Create Innovation, Profits, Growth, and Social Good is the result of more than three years of research at 15 companies. We’ll review the book as soon as it’s available.

Early word is that the book links social good to financial success. That’s not a universally accepted notion, but it is a growing one.

Corporate social responsibility, or CSR, is invading more and more boardrooms and executive meetings as businesses wrestle with what and how much to do to (a) improve their image, (b) act more ethically, and (c) support their communities. The ongoing litany of ethically-bankrupt companies, whether in energy, real estate, financial services, or other, less obvious, industries, makes good behavior a competitive advantage. New generations of workers demand social consciousness from their employers or they’ll look for work elsewhere. Social stock exchanges are springing up or being developed to support those companies that behave responsibly while serving the social good.

“Societal responsibility” is one of eleven Baldrige core values. The Leadership Category of the Baldrige Criteria asks key questions on this subject including:

• How do you promote and assure ethical behavior in all your interactions?

• How do you consider societal well-being and benefit as part of your strategy and daily operations?

• How do you actively support and strengthen your key communities?

It’s no longer enough to support the employee bowling team and give to the United Way. Role-model companies are weaving CSR into their strategic plans, balanced scorecards, and daily work life.

Because it makes good business sense.

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