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  1. Yves Fassin (2012). Stakeholder Management, Reciprocity and Stakeholder Responsibility. Journal of Business Ethics 109 (1):83-96.
    Stakeholder theory advocates that firms bear responsibility for the implications of their actions. However, while a firm affects or can affect stakeholders, stakeholders can also affect the corporation. Previous stakeholder theorising has neglected the reciprocal nature of responsibility. The question can be asked whether—in a spirit of reciprocity, loyalty and fairness—stakeholders should treat the corporation in a fair and responsible way. This study based on different definitions of stakeholders argues that various stakeholder attributes differ for different categories of stakeholders. This (...)
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  2. Hans-Joerg Schlierer, Andrea Werner, Silvana Signori, Elisabeth Garriga, Heidi von Weltzien Hoivik, Annick Van Rossem & Yves Fassin (2012). How Do European SME Owner-Managers Make Sense of 'Stakeholder Management'? Insights From a Cross-National Study. [REVIEW] Journal of Business Ethics 109 (1):39-51.
    The vast majority of empirical research on stakeholder management has traditionally focused on multinational corporations. Only in recent years, scholars have begun to pay attention to the stakeholder management concept in relation to small- and medium-sized enterprises (SMEs). The few existing studies in this area, however, discuss SMEs as a context free category or remain focused on single country analysis. This cross-national empirical research investigates SME owner-managers' perceptions of stakeholder management in six European countries. The comparative analysis is followed by (...)
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  3. Hans-Jörg Schlierer, Andrea Werner, Silvana Signori, Elisabeth Garriga, Heidi von Weltzien Hoivik, Annick Van Rossem & Yves Fassin (2012). How Do European SME Owner–Managers Make Sense of 'Stakeholder Management'?: Insights From a Cross-National Study. Journal of Business Ethics 109 (1):39-51.
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  4. Hans-Jörg Schlierer, Andrea Werner, Silvana Signori, Elisabeth Garriga, Heidi Weltzien Hoivik, Annick Rossem & Yves Fassin (2012). How Do European SME Owner–Managers Make Sense of 'Stakeholder Management'?: Insights From a Cross-National Study. [REVIEW] Journal of Business Ethics 109 (1):39-51.
    The vast majority of empirical research on stakeholder management has traditionally focused on multinational corporations. Only in recent years, scholars have begun to pay attention to the stakeholder management concept in relation to small- and medium-sized enterprises (SMEs). The few existing studies in this area, however, discuss SMEs as a context free category or remain focused on single country analysis. This cross-national empirical research investigates SME owner–managers’ perceptions of stakeholder management in six European countries. The comparative analysis is followed by (...)
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  5. Yves Fassin & Derrick Gosselin (2011). The Collapse of a European Bank in the Financial Crisis: An Analysis From Stakeholder and Ethical Perspectives. [REVIEW] Journal of Business Ethics 102 (2):169-191.
    Fortis, the leading Benelux financial group, had been a success story of successive mergers of bank and insurance companies, with leadership in corporate social responsibility (CSR). One year after the acquisition of the major Dutch financial conglomerate ABN AMRO, the global financial crisis caused the collapse of the Fortis group. The purpose of this article is to use the case study of Fortis’s recent fall as a basis for reflective considerations on the financial crisis, from stakeholder and ethical perspectives. A (...)
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  6. Yves Fassin, Annick Van Rossem & Marc Buelens (2011). Small-Business Owner-Managers' Perceptions of Business Ethics and CSR-Related Concepts. Journal of Business Ethics 98 (3):425-453.
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  7. Yves Fassin (2010). A Dynamic Perspective in Freeman's Stakeholder Model. Journal of Business Ethics 96 (S1):39-49.
    Stakeholder literature has acknowledged the need to complement the extant theory on stakeholder management by more dynamic perspectives. This article makes use of the recent terminology of stakewatcher and stakeseeker to illustrate the dynamic aspect of stakeholder theory transposed in the graphical representation of Freeman’s stakeholder model. Presenting a few selected case studies, it applies the scheme on the concept of value responsibility chain; it exemplifies the role of stakeseekers in various forms of activism, from shareholders, NGOs and government, in (...)
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  8. Yves Fassin (2009). Inconsistencies in Activists' Behaviours and the Ethics of Ngos. Journal of Business Ethics 90 (4):503 - 521.
    Non-governmental organizations (NGOs) and pressure groups have taken up the mission of counterbalancing the huge power of the multinational corporations. Curiously, while most NGOs have a sincere ethical background and a genuine ethical motivation, the way some activist groups and NGOs themselves act does not always live up to the principles they advocate. Research using a multiple case study methodology is used to provide an illustration of various questionable practices followed by pressure groups revealing a range of tactics. The concerns, (...)
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  9. Yves Fassin (2009). The Stakeholder Model Refined. Journal of Business Ethics 84 (1):113 - 135.
    The popularity of the stakeholder model has been achieved thanks to its powerful visual scheme and its very simplicity. Stakeholder management has become an important tool to transfer ethics to management practice and strategy. Nevertheless, legitimate criticism continues to insist on clarification and emphasises on the perfectible nature of the model. Here, rather than building on the discussion from a philosophical or theoretical point of view, a different and innovative approach has been chosen: the analysis will return to the origin (...)
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  10. Yves Fassin (2008). Imperfections and Shortcomings of the Stakeholder Model's Graphical Representation. Journal of Business Ethics 80 (4):879 - 888.
    The success of the stakeholder theory in management literature as well as in current business practices is largely due to the inherent simplicity of the stakeholder model––and to the clarity of Freeman’s powerful synthesised visual conceptualisation. However, over the years, critics have attacked the vagueness and ambiguity of stakeholder theory. In this article, rather than building on the discussion from a theoretical point of view, a radically different and innovative approach is chosen: the graphical framework is used as the central (...)
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  11. Yves Fassin (2008). SMEs and the Fallacy of Formalising CSR. Business Ethics 17 (4):364-378.
    There exists increasing pressure for small and medium-sized enterprises (SMEs) to engage in corporate social responsibility (CSR) practices, including social reporting. Curiously in this promotional programme of CSR reporting, the only group whose ideas are not sought in this debate are the SME leaders themselves. The present ethnographic field analysis, based on discussions within entrepreneurs' circles, tends to suggest that the argument for expanding formalisation of CSR to SMEs rests upon several fallacies. It implicitly assumes that an apparent solution for (...)
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  12. Yves Fassin (2007). Hypocrisy, Idealism and Serendipity in “Corporate Governance and CSR” Communication and Ethics. Proceedings of the International Association for Business and Society 18:132-137.
    Recent communication and discussion concerning corporate governance, CSR, codes of conduct and other ethical policies have restored the tarnished reputation of the business world which followed a spate of financial scandals. However, one also notices an increased dissonance between the attractive messages emanating from business leaders and the reality. This disconnection between the ‘CSR rhetoric and corporate governance ethics’ and the practical reality experienced within companies leads to hypocrisy. The reality seems too often in contradiction with the idealistic character of (...)
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  13. Yves Fassin, Annick Van Rossem & Marc Buelens (2007). A Small Business Leader's Perception on Corporate Responsibility and Business Ethical Concepts. Proceedings of the International Association for Business and Society 18:27-32.
    Recent academic articles point to an increased vagueness and overlapping of the concepts around business ethics and corporate responsibility. However, the perception of these notions in the entrepreneurial world can differ from the original academic definitions. The aim of this exploratory study is to uncover how the small business entrepreneur understands these various concepts. For this analysis, the Repertory Grid Technique (RGT) is used, a method with limited applications in the business and society field. Our findings partially reject the confusion (...)
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  14. Yves Fassin (2005). The Reasons Behind Non-Ethical Behaviour in Business and Entrepreneurship. Journal of Business Ethics 60 (3):265 - 279.
    Despite the recent increase in interest in corporate social responsibility and the propagation of corporate governance in both business and academic literature, from observations of actual practice, the author has seen at all company levels, in everyday operations, instances of non-ethical behaviour vis-à-vis the whole gamut of stakeholders. This state of affairs is linked with: pressure from stakeholders, short-term tactics, hegemony of financial considerations, ‘juridisation’ of business, the tyranny of communications and the media and the difficulties in translating strategy into (...)
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  15. Yves Fassin (2000). Innovation and Ethics Ethical Considerations in the Innovation Business. Journal of Business Ethics 27 (1-2):193 - 203.
    In our global economy knowledge-based industry is takingmore importance. Recent years have seen the success of anincreasing number of start-up companies, most technology-basedenterprises financed by private persons or companies, or through venture capital funds and public offering. In manyyears, those companies are faced at certain critical momentswith matters involving intellectual property rights, insiderinformation and raising money. These facts all have an ethicaldimension. There is an increasing need for ethical behaviourfrom all parties involved. A code of conduct of all partiesshould be (...)
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  16. Yves Fassin (1993). FOCUS: Risks in Business Ethics and Venture Capital. Business Ethics 2 (3):124–131.
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