Drawing upon the resource-based view of the firm and a strategic view of stakeholder management, a survey of the global forest industry was conducted to measure the scale of corporate social performance. The impacts of social performance and its individual stakeholder-related components on financial performance and the perceived company performance (consisting of market share, turnover, sales, profitability, and corporate image) were examined. The results suggest that a four-dimensional stakeholder orientation of corporate social responsibility exists in the current practices. The aggregation of CSP (measured by stakeholder-related components) had a significant positive correlation with both the accounting-based financial performance and perceived company performance. Furthermore, results indicate that social strategies with an explicit orientation towards employees and philanthropy may represent a direction in value creation.