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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. Jean-Pascal Gond, Jacques Igalens, Valérie Swaen & Assâad El Akremi (2011). The Human Resources Contribution to Responsible Leadership: An Exploration of the CSR-HR Interface. [REVIEW] Journal of Business Ethics 98 (1):115 - 132.
    The purpose of this article is to investigate how Human Resources (HR) contributes to responsible leadership. Although Corporate Social Responsibility (CSR) practices have been embraced by many corporations in recent years, the specific contributions of HR professionals, HR management practices and employees to responsible leadership have been overlooked. Relying on the analysis of interviews with 30 CSR and HR corporate executives from 22 corporations operating in France, we specify the HR contributions to responsible leadership at the functional, practical, and relational (...)
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  3. Jean-Pascal Gond, Jacques Igalens, Valérie Swaen & Assâad El Akremi (2011). The Human Resources Contribution to Responsible Leadership: An Exploration of the CSR–HR Interface. [REVIEW] Journal of Business Ethics 98 (S1):115-132.
    The purpose of this article is to investigate how Human Resources (HR) contributes to responsible leadership. Although Corporate Social Responsibility (CSR) practices have been embraced by many corporations in recent years, the specific contributions of HR professionals, HR management practices and employees to responsible leadership have been overlooked. Relying on the analysis of interviews with 30 CSR and HR corporate executives from 22 corporations operating in France, we specify the HR contributions to responsible leadership at the functional, practical, and relational (...)
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  4. Adam Lindgreen, Valérie Swaen, David Harness & Marieke Hoffmann (2011). The Role of 'High Potentials' in Integrating and Implementing Corporate Social Responsibility. Journal of Business Ethics 99 (S1):73-91.
    The Samenleving and Bedrijf (S&B) network of Dutch organizations seeks to embed corporate social responsibility (CSR) within business practices but faces challenges with regard to how to do so across various organizational practices, processes, and policies. The integration of CSR demands cultural change driven by senior management and other change agents, who push CSR principles throughout the organization. This study examines the change processes that S&B member organizations have initiated, with a particular focus on the role of high potentials—those persons (...)
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  5. Adam Lindgreen, Valérie Swaen & Timothy T. Campbell (2009). Corporate Social Responsibility Practices in Developing and Transitional Countries: Botswana and Malawi. [REVIEW] Journal of Business Ethics 90 (3):429 - 440.
    This research empirically investigated the CSR practices of 84 Botswana and Malawi organizations. The findings revealed that the extent and type of CSR practices in these countries did not significantly differ from that proposed by a U. S. model of CSR, nor did they significantly differ between Botswana and Malawi. There were, however, differences between the sampled organizations that clustered into a stakeholder perspective and traditional capitalist model groups. In the latter group, the board of directors, owners, and shareholders were (...)
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  6. Adam Lindgreen, Valérie Swaen & Wesley J. Johnston (2009). Corporate Social Responsibility: An Empirical Investigation of U.S. Organizations. [REVIEW] Journal of Business Ethics 85 (2):303 - 323.
    Organizations that believe they should "give something back" to the society have embraced the concept of corporate social responsibility (CSR). Although the theoretical underpinnings of CSR have been frequently debated, empirical studies often involve only limited aspects, implying that theory may not be congruent with actual practices and may impede understanding and further development of CSR. The authors investigate actual CSR practices related to five different stakeholder groups, develop an instrument to measure those CSR practices, and apply it to a (...)
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  7. Adam Lindgreen, Valérie Swaen & François Maon (2009). Introduction: Corporate Social Responsibility Implementation. [REVIEW] Journal of Business Ethics 85 (2):251 - 256.
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  8. François Maon, Adam Lindgreen & Valérie Swaen (2009). Designing and Implementing Corporate Social Responsibility: An Integrative Framework Grounded in Theory and Practice. [REVIEW] Journal of Business Ethics 87 (1):71 - 89.
    This article introduces an integrative framework of corporate social responsibility (CSR) design and implementation. A review of CSR literature -in particular with regard to design and implementation models -provides the background to develop a multiple case study. The resulting integrative framework, based on this multiple case study and Lewin's change model, highlights four stages that span nine steps of the CSR design and implementation process. Finally, the study identifies critical success factors for the CSR process.
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