A resource-based-view of the socially responsible firm: Stakeholder interdependence, ethical awareness, and issue responsiveness as strategic assets [Book Review]
David Bourget (Western Ontario)
David Chalmers (ANU, NYU)
Rafael De Clercq
Jack Alan Reynolds
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Journal of Business Ethics 15 (12):1355 - 1363 (1996)
In recent years the resource-based view of the firm has made significant headway in explaining differences in interfirm performance. However, this perspective has not considered the social and ethical dimensions of organizational resources. This paper seeks to provide such an integration. Using Kuhn's three stage model of adaptive behavior, the resource worthiness of stakeholder management, business ethics, and issues management are explored. The paper concludes by drawing on prospect theory to understand the reasons for this conceptual lacuna.
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Citations of this work BETA
Tobias Hahn & Frank Figge (2011). Beyond the Bounded Instrumentality in Current Corporate Sustainability Research: Toward an Inclusive Notion of Profitability. [REVIEW] Journal of Business Ethics 104 (3):325-345.
Frances Bowen, Aloysius Newenham-Kahindi & Irene Herremans (2010). When Suits Meet Roots: The Antecedents and Consequences of Community Engagement Strategy. [REVIEW] Journal of Business Ethics 95 (2):297 - 318.
Geoffrey Williams & John Zinkin (2008). The Effect of Culture on Consumers' Willingness to Punish Irresponsible Corporate Behaviour: Applying Hofstede's Typology to the Punishment Aspect of Corporate Social Responsibility. Business Ethics 17 (2):210–226.
Geoffrey G. Bell & Bruno Dyck (2011). Conventional Resource-Based Theory and its Radical Alternative: A Less Materialist-Individualist Approach to Strategy. [REVIEW] Journal of Business Ethics 99 (S1):121-130.
Esben Rahbek Pedersen (2006). Making Corporate Social Responsibility (CSR) Operable: How Companies Translate Stakeholder Dialogue Into Practice. Business and Society Review 111 (2):137-163.
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