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are responsibilities which "embody those standards, norms or expectations that
reflect a concern for what consumers, employees, shareholders, and the com-
munity regard as fair, just, or in keeping with the respect or protection of
stakeholders' moral rights." Superimposed on such ethical expectations are the
implied levels of ethical performance suggested by consideration "of the great
ethical principles of . . . justice, rights, and utilitarianism" (1991: 4042). Though
Carroll names the various ethical postures, they are not completely discussed. In
short, though Carroll appropriately identifies the legal and ethical categories of
CSR, he does not flesh them out as broadly or as completely as they need to be
articulated.
The Three-Domain Model of CSR
The three-domain model of CSR is composed of the three responsibility ar-
eas: economic, legal, and ethical. In general, these domain categories are defined
in a manner consistent with Carroll's four-part model, with the exception that
the philanthropic category is subsumed under the ethical and/or economic do-
mains, reflecting the possible differing motivations for philanthropic activities.
Further, in our discussion, the domains are developed more completely both in
terms of what each means or implies and in terms of the overlapping categories
that are identified when the three domains are depicted in a Venn diagram for-
mat. By using a Venn diagram, the model initially suggests that none of the
three CSR domains (i.e., economic, legal, or ethical) is prima facie more impor-
tant or significant relative to the others. Following a discussion of the model's
components, a brief treatment of its limitations will be presented. Figure 2 pre-
sents the three-domain model of CSR.
Economic Domain
For the purposes of the three-domain model, the economic domain captures
those activities which are intended to have either a direct or indirect positive eco-
nomic impact on the corporation in question. In this sense, it is similar to the
Carroll formulation of this component. The positive impact is based on two dis-
tinct but related criteria (Poitras 1994): (i) the maximization of profits and/or (ii)
the maximization of share value. Examples of direct economic activities include
actions intended to increase sales or avoid litigation. Examples of possible indi-
rect economic activities include activities that are designed to improve employee
morale or the company's public image. Any activity that is pursued with improv-
ing profits and/or share value in mind is deemed to be economicIt is to be expected that the vast majority of corporate activities will be eco-