David Bourget (Western Ontario)
David Chalmers (ANU, NYU)
Rafael De Clercq
Jack Alan Reynolds
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Journal of Business Ethics 83 (4):745 - 758 (2008)
The pharmaceutical sector, an industry already facing stiff challenges in the form of intensified competition and strategic consolidation, has increasingly become subject to a range of pressures. Crucially, in common with other large-scale businesses, pharmaceutical firms find themselves ‹invited’ to respond positively to the corporate ‹social’ responsibility (CSR) expectations of their stakeholders. Consequently, individual managers will almost certainly be obliged to engage in some form of stakeholder dialogue and this, in turn, means that they will have to make difficult choices about which practices to adopt. This real-world management predicament runs parallel to an academic interest in CSR stakeholder dialogue theory and models. Accordingly, the approach of this paper is to focus primarily on the academic debate surrounding stakeholder dialogue, by reviewing past attempts to research and theorise the subject, by identifying gaps and weaknesses in the literature, and by proposing a new analytical model. The central aim of the proposed new model is to offer a unified, structured, systematic, and comprehensive approach to CSR decision making whilst simultaneously providing a practical framework for CSR executives who face the challenge of responding in an effective manner to stakeholders. The model outlined here is currently being employed to conduct international comparative empirical research into stakeholder dialogue practices amongst UK and German pharmaceutical firms. In the longer term the intention is to use the model to undertake international comparative research encompassing a broader range of countries and industries.
|Keywords||corporate social responsibility pharmaceutical industry stakeholders stakeholder dialogue|
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References found in this work BETA
Archie B. Carroll (1999). Corporate Social Responsibility Evolution of a Definitional Construct. Business and Society 38 (3):268-295.
Citations of this work BETA
Samantha Miles (2012). Stakeholder: Essentially Contested or Just Confused? [REVIEW] Journal of Business Ethics 108 (3):285-298.
Onyeka Osuji (2011). Fluidity of Regulation-CSR Nexus: The Multinational Corporate Corruption Example. [REVIEW] Journal of Business Ethics 103 (1):31-57.
Foo Nin Ho, Hui-Ming Deanna Wang & Scott J. Vitell (2012). A Global Analysis of Corporate Social Performance: The Effects of Cultural and Geographic Environments. [REVIEW] Journal of Business Ethics 107 (4):423-433.
Daewook Kim & Myung-Il Choi (2013). A Comparison of Young Publics' Evaluations of Corporate Social Responsibility Practices of Multinational Corporations in the United States and South Korea. Journal of Business Ethics 113 (1):105-118.
John Ehsman Cantrell, Elias Kyriazis & Gary Noble (2015). Developing CSR Giving as a Dynamic Capability for Salient Stakeholder Management. Journal of Business Ethics 130 (2):403-421.
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