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  1. Sarah Sorenson, James E. Mattingly & Felissa K. Lee (2010). Decoding the Signal Effects of Job Candidate Attraction to Corporate Social Practices. Business and Society Review 115 (2):173-204.
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  2. Harry T. Hall & James E. Mattingly (2009). A Political Culture Approach to Modes of Organization Governance and Citizenship. Proceedings of the International Association for Business and Society 20:243-252.
    We propose a research program grounded in cultural theory and believe that this theory enables researchers to gain traction in Business and Society research. Grid-group cultural theory is a useful tool for examining organizational behavior. Organizational culture governs organizational social expression. Corporate Social Responsibility is a specific domain which benefits from exploration using cultural theory. Finally, objectives and aspirations of this research program are outlined.
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  3. James E. Mattingly & Harry T. Hall (2008). Who Gets to Decide? The Role of Institutional Logics in Shaping Stakeholder Politics and Insurgency. Business and Society Review 113 (1):63-89.
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  4. James E. Mattingly & Harry T. Hall (2007). A Political Framework for Examining Stakeholder Interactions in Organization Fields. Proceedings of the International Association for Business and Society 18:457-462.
    We synthesize literature from organization theory and political sociology to develop a conceptual lens from which organizing can be examined as a process whereby institutional structures are changed in ways similar to how social movements change entire societies. Implied is that hegemonic power structures maintain existing institutional structures by either resisting insurgencies or by making them seem senseless in the first place.
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  5. James E. Mattingly (2006). Radar Screens, Astroturf, and Dirty Work: A Qualitative Exploration of Structure and Process in Corporate Political Action. Business and Society Review 111 (2):193-221.
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  6. James E. Mattingly & Shawn L. Berman (2006). Measurement of Corporate Social Action Discovering Taxonomy in the Kinder Lydenburg Domini Ratings Data. Business and Society 45 (1):20-46.
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  7. James E. Mattingly (2005). How Institutions Matter. Proceedings of the International Association for Business and Society 16:330-332.
    In the paper, prior research is criticized for giving privileged position to individual-level managerial characteristics in explaining differences in firm-level socialand political activity. Recognizing cultural differences between firms is offered as a partial solution for improving our understanding. Cultural Theory from anthropology and political science is cited as a guiding framework for fruitful future inquiry.
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  8. James E. Mattingly (2004). Stakeholder Salience, Structural Development, and Firm Performance: Structural and Performance Correlates of Sociopolitical Stakeholder Management Strategies. Business and Society 43 (1):97-114.
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