David Bourget (Western Ontario)
David Chalmers (ANU, NYU)
Rafael De Clercq
Jack Alan Reynolds
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Journal of Business Ethics 103 (3):385-402 (2011)
We propose that corporate directors are important in helping organizations deal with two major issues of stakeholders. First, directors can help manage the interests of organizational stakeholders, and second, they assist in protecting the interests of their organizations as stakeholders in society. Their contribution can be conceptualized as the directors’ roles in corporate social responsibility (DR-CSR). We identify two types of DR-CSR, organization-centered and society-centered roles. Based on a study of 120 corporate directors, we observe that the more concern that corporate directors have for stakeholders, the more likely that they will perceive the need to perform their DR-CSR effectively.
|Keywords||corporate directors corporate social responsibility roles stakeholders|
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Archie B. Carroll (1999). Corporate Social Responsibility Evolution of a Definitional Construct. Business and Society 38 (3):268-295.
Thomas Maak & Nicola M. Pless (2009). Business Leaders as Citizens of the World. Advancing Humanism on a Global Scale. Journal of Business Ethics 88 (3):537 - 550.
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Citations of this work BETA
Mahfuja Malik (2015). Value-Enhancing Capabilities of CSR: A Brief Review of Contemporary Literature. Journal of Business Ethics 127 (2):419-438.
Ge Bai (2013). How Do Board Size and Occupational Background of Directors Influence Social Performance in For-Profit and Non-Profit Organizations? Evidence From California Hospitals. Journal of Business Ethics 118 (1):171-187.
Kathyayini Rao & Carol Tilt (forthcoming). Board Composition and Corporate Social Responsibility: The Role of Diversity, Gender, Strategy and Decision Making. Journal of Business Ethics.
Young Kyun Chang, Won-Yong Oh, Jee Hyun Park & Myoung Gyun Jang (forthcoming). Exploring the Relationship Between Board Characteristics and CSR: Empirical Evidence From Korea. Journal of Business Ethics.
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