David Bourget (Western Ontario)
David Chalmers (ANU, NYU)
Rafael De Clercq
Jack Alan Reynolds
Learn more about PhilPapers
Journal of Business Ethics 74 (4):315 - 327 (2007)
The purpose of this article is to transcend the assumption that stakeholder engagement is necessarily a responsible practice. Stakeholder engagement is traditionally seen as corporate responsibility in action. Indeed, in some literatures there exists an assumption that the more an organisation engages with its stakeholders, the more it is responsible. This simple 'more is better' view of stakeholder engagement belies the true complexity of the relationship between engagement and corporate responsibility. Stakeholder engagement may be understood in a variety of different ways and from a variety of different theoretical perspectives. Stakeholder engagement may or may not involve a moral dimension and, hence, is primarily a morally neutral practice. It is therefore argued that stakeholder engagement must be seen as separate from, but related to, corporate responsibility. A model that reflects the multifaceted relationship between the two constructs is proposed. This model not only allows the coincidence of stakeholder engagement with corporate responsibility, but also allows for the development of the notion of corporate irresponsibility
|Keywords||corporate irresponsibility corporate responsibility human resource management social reporting stakeholder engagement stakeholder theory|
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References found in this work BETA
Michael C. Jensen (2002). Value Maximization, Stakeholder Theory, and the Corporate Objective Function. Business Ethics Quarterly 12 (2):235-256.
Zygmunt Bauman (1993). Postmodern Ethics. Blackwell.
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Citations of this work BETA
Tommaso Ramus & Antonino Vaccaro (forthcoming). Stakeholders Matter: How Social Enterprises Address Mission Drift. Journal of Business Ethics.
Alice Klettner, Thomas Clarke & Martijn Boersma (2013). The Governance of Corporate Sustainability: Empirical Insights Into the Development, Leadership and Implementation of Responsible Business Strategy. Journal of Business Ethics 122 (1):1-21.
Annika Beelitz & Doris M. Merkl-Davies (2012). Using Discourse to Restore Organisational Legitimacy: 'CEO-Speak' After an Incident in a German Nuclear Power Plant. [REVIEW] Journal of Business Ethics 108 (1):101-120.
Javier Delgado-Ceballos, Juan Alberto Aragón-Correa, Natalia Ortiz-de-Mandojana & Antonio Rueda-Manzanares (2012). The Effect of Internal Barriers on the Connection Between Stakeholder Integration and Proactive Environmental Strategies. Journal of Business Ethics 107 (3):281-293.
R. E. Slack, S. Corlett & R. Morris (2015). Exploring Employee Engagement with Social Responsibility: A Social Exchange Perspective on Organisational Participation. Journal of Business Ethics 127 (3):537-548.
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