David Bourget (Western Ontario)
David Chalmers (ANU, NYU)
Rafael De Clercq
Ezio Di Nucci
Jack Alan Reynolds
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Journal of Business Ethics 94 (3):395 - 409 (2010)
The study introduces an interaction-based model that illustrates the iterative process of corporate responsiveness to social pressure. The model is then applied to a recent case of international relevance. The study implies that corporate management can apply three types of management approaches when managing relations with society, depending on their perception of social pressure: tactic, strategic or no action. This is then reflected in their practice of public relations (PR). Ethical leadership is considered to be manifested by the proactive practice of PR, which aims at mutual understanding between the organisation and the stakeholders. The firm's interaction with the stakeholders does not guarantee that social pressure would actually be relieved. Rather, PR fails in its task of establishing and maintaining favourable relationships if it does not meet stakeholders' expectations. Identifying emerging issues, relevant publics and preferable communication methods within a given context is the precondition for strategic, proactive management of stakeholder relations. This is especially relevant in the international business environment where the firm is challenged with increased institutional distance and pressure
|Keywords||communication management corporate social responsiveness issues management public relations strategy social pressure stakeholder relations|
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References found in this work BETA
Benjamin A. Neville & Bulent Menguc (2006). Stakeholder Multiplicity: Toward an Understanding of the Interactions Between Stakeholders. [REVIEW] Journal of Business Ethics 66 (4):377 - 391.
William C. Frederick (1994). From CSR1 to CSR2 The Maturing of Business-and-Society Thought. Business and Society 33 (2):150-164.
Juha Nasi, Salme Nasi, Nelson Phillips & Stelios Zyglidopoulos (1997). The Evolution of Corporate Social Responsiveness An Exploratory Study of Finnish and Canadian Forestry Companies. Business and Society 36 (3):296-321.
Citations of this work BETA
Benjamin A. Neville, Simon J. Bell & Gregory J. Whitwell (2011). Stakeholder Salience Revisited: Refining, Redefining, and Refueling an Underdeveloped Conceptual Tool. [REVIEW] Journal of Business Ethics 102 (3):357-378.
Niamh M. Brennan, Doris M. Merkl-Davies & Annika Beelitz (2013). Dialogism in Corporate Social Responsibility Communications: Conceptualising Verbal Interaction Between Organisations and Their Audiences. [REVIEW] Journal of Business Ethics 115 (4):665-679.
Marc Ingham & Christelle Havard (forthcoming). CSR as Strategic and Organizational Change at “Groupe La Poste”. Journal of Business Ethics.
Alejandro Fontana, Susana Sastre-Merino & Maritza Baca (forthcoming). The Territorial Dimension: The Component of Business Strategy That Prevents the Generation of Social Conflicts. Journal of Business Ethics.
Dan Wang, Taiwen Feng & Alan Lawton (forthcoming). Linking Ethical Leadership with Firm Performance: A Multi-Dimensional Perspective. Journal of Business Ethics.
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