David Bourget (Western Ontario)
David Chalmers (ANU, NYU)
Rafael De Clercq
Jack Alan Reynolds
Learn more about PhilPapers
Journal of Business Ethics 16 (4):413-424 (1997)
Stakeholder management devices (SMDs) are the mechanisms through which organizations respond to stakeholder concerns. Given that SMDs serve as organizational control systems for employees and managers, this research investigates the internal rather than the external effects of a firm's SMDs. Unlike most previous research, I examined the effects of these formal structures, processes, and procedures in the aggregate, rather than focusing attention on a single type of device. The study investigates the effects of a firm's stakeholder management devices, in the aggregate, on three factors that influence individual behavior in organizations: expectations, attitudes, and perceived organizational climates. Respondents were managers in 112 for-profit businesses located throughout the United States. Results suggest that a firm's stakeholder management devices affect the perceived moral climates in the firm, and affect managers' expectations about the consequences of good corporate social performance, but do not affect organization members' attitudes about corporate social responsibility.
|Keywords||Philosophy Ethics Business Education Economic Growth Management|
|Categories||categorize this paper)|
Setup an account with your affiliations in order to access resources via your University's proxy server
Configure custom proxy (use this if your affiliation does not provide a proxy)
|Through your library|
References found in this work BETA
No references found.
Citations of this work BETA
Tae Hee Choi & Jinchul Jung (2008). Ethical Commitment, Financial Performance, and Valuation: An Empirical Investigation of Korean Companies. [REVIEW] Journal of Business Ethics 81 (2):447 - 463.
Similar books and articles
Jeanne M. Logsdon & Kristi Yuthas (1997). Corporate Social Performance, Stakeholder Orientation, and Organizational Moral Development. Journal of Business Ethics 16 (12-13):1213-1226.
Pratima Bansal & Geoffrey Kistruck (2006). Seeing is (Not) Believing: Managing the Impressions of the Firm's Commitment to the Natural Environment. [REVIEW] Journal of Business Ethics 67 (2):165 - 180.
Scott J. Reynolds, Frank C. Schultz & David R. Hekman (2006). Stakeholder Theory and Managerial Decision-Making: Constraints and Implications of Balancing Stakeholder Interests. [REVIEW] Journal of Business Ethics 64 (3):285 - 301.
Milena M. Parent & David L. Deephouse (2007). A Case Study of Stakeholder Identification and Prioritization by Managers. Journal of Business Ethics 75 (1):1 - 23.
Esben Rahbek Gjerdrum Pedersen (2011). All Animals Are Equal, but …: Management Perceptions of Stakeholder Relationships and Societal Responsibilities in Multinational Corporations. Business Ethics 20 (2):177-191.
Pursey P. M. A. R. Heugens, Muel Kaptein & J. van Oosterhout (2004). Ties That Grind? Corroborating a Typology of Social Contracting Problems. Journal of Business Ethics 49 (3):235-252.
Cheng-Li Huang & Fan-Hua Kung (2010). Drivers of Environmental Disclosure and Stakeholder Expectation: Evidence From Taiwan. [REVIEW] Journal of Business Ethics 96 (3):435 - 451.
Kor Grit (2004). Corporate Citizenship: How to Strengthen the Social Responsibility of Managers? [REVIEW] Journal of Business Ethics 53 (1-2):97-106.
Bryan W. Husted (1998). Organizational Justice and the Management of Stakeholder Relations. Journal of Business Ethics 17 (6):643 - 651.
Julia Roloff (2008). Learning From Multi-Stakeholder Networks: Issue-Focussed Stakeholder Management. [REVIEW] Journal of Business Ethics 82 (1):233 - 250.
Added to index2009-01-28
Total downloads12 ( #144,957 of 1,410,065 )
Recent downloads (6 months)1 ( #177,589 of 1,410,065 )
How can I increase my downloads?