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  1. Shuili Du, Valérie Swaen, Adam Lindgreen & Sankar Sen (2013). The Roles of Leadership Styles in Corporate Social Responsibility. Journal of Business Ethics 114 (1):155-169.
    This research investigates the interplay between leadership styles and institutional corporate social responsibility (CSR) practices. A large-scale field survey of managers reveals that firms with greater transformational leadership are more likely to engage in institutional CSR practices, whereas transactional leadership is not associated with such practices. Furthermore, stakeholder-oriented marketing reinforces the positive link between transformational leadership and institutional CSR practices. Finally, transactional leadership enhances, whereas transformational leadership diminishes, the positive relationship between institutional CSR practices and organizational outcomes. This research highlights (...)
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  2. Sergio W. Carvalho, Sankar Sen, Márcio de Oliveira Mota & Renata Carneiro de Lima (2010). Consumer Reactions to CSR: A Brazilian Perspective. Journal of Business Ethics 91 (2):291-310.
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  3. Sergio W. Carvalho, Sankar Sen, Márcio de Oliveira Mota & Renata Carneiro de Lima (2010). Consumer Reactions to CSR: A Brazilian Perspective. [REVIEW] Journal of Business Ethics 91 (2):291-310.
    In this research, we evaluate the response of Brazilian consumers to corporate social responsibility (CSR) initiatives accompanied by a price increase. We demonstrate that the extent to which Brazilian consumers perceive a company to be socially responsible (i.e., their CSR perceptions) is related to both the basic transactional outcome of purchase intentions as well as two relational outcomes: the likelihood to switch to a competitor and to complain about the CSR-based price increase. More interestingly, we find that these relationships are (...)
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  4. C. B. Bhattacharya, Daniel Korschun & Sankar Sen (2009). Strengthening Stakeholder–Company Relationships Through Mutually Beneficial Corporate Social Responsibility Initiatives. Journal of Business Ethics 85 (2):257 - 272.
    Corporate social responsibility (CSR) continues to gain attention atop the corporate agenda and is by now an important component of the dialogue between companies and their stakeholders. Nevertheless, there is still little guidance as to how companies can implement CSR activity in order to maximize returns to CSR investment. Theorists have identified many company-favoring outcomes of CSR; yet there is a dearth of research on the psychological mechanisms that drive stakeholder responses to CSR activity. Borrowing from the literatures on meansend (...)
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