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  1. Krista Bondy (2008). The Paradox of Power in CSR: A Case Study on Implementation. [REVIEW] Journal of Business Ethics 82 (2):307 - 323.
    Purpose Although current literature assumes positive outcomes for stakeholders resulting from an increase in power associated with CSR, this research suggests that this increase can lead to conflict within organizations, resulting in almost complete inactivity on CSR. Methods A Single in-depth case study, focusing on power as an embedded concept. Results Empirical evidence is used to demonstrate how some actors use CSR to improve their own positions within an organization. Resource dependence theory is used to highlight why this may be (...)
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  2. Hershey H. Friedman & Linda Weiser Friedman (1988). A Framework for Organizational Success. Journal of Business Ethics 7 (3):219 - 221.
    The contention of this paper is that the marketing concept is but one aspect of a philosophy of business referred to by the authors as the framework for organizational success. This framework maintains that the marketing concept must work together with good management approaches and with ethical business practices in order to satisfy the needs and wants of the various publics of the organization — customers, employees, suppliers, society — and, in the long run, ensure the satisfaction of the needs (...)
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  3. Joseph S. Fulda, Restoring Integrity to the Academy: Some Sweeping Suggestions for Wholesale Change.
    Note that this paper is 35 pages, and had been replaced in many places w/ a draft w/o authorization. -/- The academy, broadly construed to include faculty, administrators at all levels, and editors, referees, and publishers of academic work, is beset by more ills bespeaking of a fundamental lack of integrity than can possibly be enumerated in a single monograph; nevertheless, as the need is urgent, and everyone seems to prefer either silence or piecemeal treatments, myself heretofore included, five ills (...)
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  4. Richard P. Nielsen & Ron Dufresne (2005). Can Ethical Organizational Character Be Stimulated and Enabled?: “Upbuilding” Dialog as Crisis Management Method. [REVIEW] Journal of Business Ethics 57 (4):311 - 326.
    Crisis management can be simultaneously a content specific problem solving process and an opportunity for stimulating and enabling an organizations ethical tradition. Crisis can be an opportunity for ethical organizational development. Kierkegaardian upbuilding dialog method builds from within the internal ethical tradition of an organization to respond to crises while simultaneously adapting and protecting the organizations tradition. The crisis itself may not be a directly ethical crisis, but the method of responding to the crisis is built upon the ethical foundations (...)
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  5. David T. Risser (1989). Punishing Corporations: A Proposal. Business and Professional Ethics Journal 8 (3):83-92.
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  6. David T. Risser (1985). Corporate Collective Responsibility. Washington University.
    Doctoral dissertation (Temple) published by Washington University in 1985.
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