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  1. Towards a Re-Interpretation of Business: A Levinasian Approach to Ethics in Business.Dag Aasland - forthcoming - Levinas, Business Ethics.
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  2. The Origins of Business Ethics in American Universities, 1902-1936.Gabriel Abend - 2013 - Business Ethics Quarterly 23 (2):171-205.
    The history of the field of business ethics in the U.S. remains understudied and misunderstood. In this article I begin to remedy this oversight about the past, and I suggest how it can be beneficial in the present. Using both published and unpublished primary sources, I argue that the business ethics field emerged in the early twentieth century, against the backdrop of the establishment of business schools in major universities. I bring to light four important developments: business ethics lectures at (...)
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  3. A Standard For Stakeholder Engagement. Accountability - 2005 - Philosophy for Business 22.
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  4. Of Fallacies and Curricula: A Case of Business Ethics.Alma Acevedo - 2001 - Teaching Business Ethics 5 (2):157-170.
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  5. The Role of Existentialism in Ethical Business Decision‐Making.James Agarwal & David Cruise Malloy - 2000 - Business Ethics: A European Review 9 (3):143-154.
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  6. A Theory of Primary Stakeholder Contributions in Resolving Threats of Market Integration in the European Union.Murat Akpinar & Zsuzsanna Vincze - 2008 - Proceedings of the International Association for Business and Society 19:483-494.
    The review of literature on stakeholders reveals that there is need to understand more about firm-stakeholder relationships especially from stakeholders’ point of view. Market integration in the European Union (EU) provides an excellent context for increasing such understanding since it is creating opportunities and threats for firms and their stakeholders. This research aims to make a contribution in this direction by analyzing strategic responses of primary stakeholders to selected threat events in the history of Volkswagen (VW) since 1960.
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  7. Stakeholder Salience for Stakeholder Firms: An Attempt to Reframe an Important Heuristic Device.Mohammad A. Ali - forthcoming - Journal of Business Ethics.
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  8. Managing Social Risk Through Stakeholder Partnership Building.Jörg Andriol - 2000 - Proceedings of the International Association for Business and Society 11:341-360.
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  9. Institutional Implications for Stakeholder Modelling: Looking at Institutions in a Centralised Economy. [REVIEW]Oana Apostol & Salme Näsi - 2010 - Journal of Business Ethics 96 (S1):33-38.
    Originating in the Anglo-American management literature, stakeholder thinking embraces a set of common reasoning and rests on a range of assumptions that pay little attention to the institutional variations across countries and regions with different economic systems. Our aim in this article is to contribute to the stakeholder literature by discussing the significance and implications of this institutional diversity for the stakeholder model.
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  10. Understanding Stakeholder Thinking: Themes From a Finnish Conference.Juha Näsi Archie B. Carroll - 1997 - Business Ethics 6 (1):46-51.
    Discussion and debate on stakeholder theory continues unabated, but not a lot of people know that it first began in Finland in the 1960s, as this report of a recent Conference there shows. Archie B. Carroll, the well‐known writer on corporate social responsibility, is Robert W. Scherer Professor of Management at the University of Georgia, Athens, GA, USA ; and Juha Näsi is Professor of Management at the University of Jyväskylä, Jyväskylä, Finland.
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  11. Behind CSR.Daniel Arenas, Josep M. Lozano & Laura Albareda - 2007 - Proceedings of the International Association for Business and Society 18:419-424.
    This paper argues for the existence of two levels of stakeholder dialogue: a micro and a macro level. The first is the one companies have with their own stakeholder groups, the second is a broader social debate among different agents about the role of business in society. The paper argues why the macro level matters for CSR and why it can be called a dialogue. It also underlines the importance of mutual perceptions in the macro-dialogue. For this purpose we present (...)
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  12. The Internet, Intel and the Vigilante Stakeholder.Joseph L. Badaracco - 1997 - Business Ethics: A European Review 6 (1):18-29.
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  13. The Internet, Intel and the Vigilante Stakeholder.Joseph L. BadaraccoJr - 1997 - Business Ethics 6 (1):18–29.
  14. The URJCO Model of Stakeholder Management: A Practical Approach to Business Ethics.M. Bandsuch & R. Winsor - 2005 - In Sheb L. True, Linda Ferrell & O. C. Ferrell (eds.), Fulfilling Our Obligation: Perspectives on Teaching Business Ethics. Kennesaw State University.
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  15. Do Firms Practice What They Preach? The Relationship Between Mission Statements and Stakeholder Management.Barbara R. Bartkus & Myron Glassman - 2008 - Journal of Business Ethics 83 (2):207-216.
    The accuracy of corporate mission statements has not been well explored. In this study, the authors investigate the relationship between mission statement content and stakeholder management actions. Findings indicate that although social issues such as the environment and diversity are less frequently included, their mention in mission statements is significantly associated with behaviors regarding these issues. The study found no relationship between firms with mission statements that mention specific stakeholder groups (employees, customers, and community) and behaviors regarding these stakeholders. This (...)
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  16. Who Sits at the Table? A New Approach to Stakeholder Selection.Stephanie Bertels & Harrie Vredenburg - 2005 - Proceedings of the International Association for Business and Society 16:293-297.
    When assembling a collaborative initiative, how do you select the appropriate stakeholders to promote collaborative success? We examine the limitations of thestakeholder theory approach to resolving this issue. Instead, we argue that the domain-based perspective and the notion of requisite variety both offer worthwhile perspectives on the issue of participant selection. Combining these perspectives, we pave the way for a theory of participant selection that focuses on evaluating collaborative resources and capabilities at the individual, organizational and domain levels.
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  17. A Web of Watchdogs: Stakeholder Media Networks and Agenda-Setting in Response to Corporate Initiatives.Maria Besiou, Mark Lee Hunter & Luk N. Van Wassenhove - 2013 - Journal of Business Ethics 118 (4):709-729.
    This article seeks to model the agenda-setting strategies of stakeholders equipped with online and other media in three cases involving protests against multinational corporations (MNCs). Our theoretical objective is to widen agenda-setting theory to a dynamic and nonlinear networked stakeholder context, in which stakeholder-controlled media assume part of the role previously ascribed to mainstream media (MSM). We suggest system dynamics (SD) methodology as a tool to analyse complex stakeholder interactions and the effects of their agendas on other stakeholders. We find (...)
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  18. A Moral Evaluation of Online Business Protest Tactics and Implications for Stakeholder Management.Kelly D. Martin Beverly Kracher - 2009 - Business and Society Review 114 (1):59-83.
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  19. Managing Biodiversity Through Stakeholder Involvement: Why, Who, and for What Initiatives?Olivier Boiral & Iñaki Heras-Saizarbitoria - 2017 - Journal of Business Ethics 140 (3):403-421.
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  20. Book Reviews-Stakeholder Theory: The State of the Art, by R. Edward Freeman Et Al.Norman E. Bowie - 2012 - Business Ethics Quarterly 22 (1):179.
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  21. Stakeholder Theory.Norman E. Bowie - 2012 - Business Ethics Quarterly 22 (1):179-185.
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  22. The Stakeholder Theory of the Firm and Organizational Decision Making.Steven N. Brenner - 1993 - Proceedings of the International Association for Business and Society 4:405-416.
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  23. Symposium.Steven N. Brenner, Michael E. Johnson-Cramer, John F. Mahon, Tim Rowley & Donna J. Wood - 2005 - Proceedings of the International Association for Business and Society 16:298-301.
    This panel considered the uses of and prospects for the stakeholder theory/approach. After 20 years of popularity, the stakeholder concept has still notemerged as a true theory. However, it offers some unique perspectives on business organizations and there is plenty of room to develop stakeholder theory and research. These session notes are offered to further the scholarly discussion.
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  24. Vulnerability and the Basis of Business Ethics: From Fiduciary Duties to Professionalism. [REVIEW]Eric Brown - 2013 - Journal of Business Ethics 113 (3):489-504.
    This paper examines the role of vulnerability in the basis of business ethics by criticizing its role in giving a moral substantial character to fiduciary duties to shareholders. The target is Marcoux’s (Bus Ethics Q 13(1):1–24, 2003) argument for morally substantial fiduciary duties vis-à-vis the multifiduciary stakeholder theory. Rather than proceed to support the stakeholder paradigm, a conception of vulnerability is combined with Heath’s 2004) “market failure” view of the ethical obligations of managers as falling out of their roles as (...)
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  25. Moral Salience and the Role of Goodwill in Firm-Stakeholder Trust Repair.Jill A. Brown, Ann K. Buchholtz & Paul Dunn - 2016 - Business Ethics Quarterly 26 (2):181-199.
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  26. Stockholder and Stakeholder of Business Social Role in WM Hoffman and JM Moore.A. F. Buono & L. T. Nicholas - forthcoming - Business Ethics.
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  27. A Review of Redefining the Corporation: Stakeholder Management and Organizational Wealth. [REVIEW]Anthony F. Buono - 2003 - Business and Society Review 108 (2):279-284.
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  28. Stockholder and Stakeholder Interpretations of Business' Social Role.Anthony F. Buono & Lawrence T. Nichols - forthcoming - Business Ethics.
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  29. Sleeping with the Enemy? Strategic Transformations in Business–NGO Relationships Through Stakeholder Dialogue.Jon Burchell & Joanne Cook - 2013 - Journal of Business Ethics 113 (3):505-518.
    Campaigning activities of non-governmental organisations (NGOs) have increased public awareness and concern regarding the alleged unethical and environmentally damaging practices of many major multinational companies. Companies have responded by developing corporate social responsibility strategies to demonstrate their commitment to both the societies within which they function and to the protection of the natural environment. This has often involved a move towards greater transparency in company practice and a desire to engage with stakeholders, often including many of the campaign organisations that (...)
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  30. If Fairness Is the Problem, Is Consent the Solution? Integrating ISCT and Stakeholder Theory.Harry J. Van Buren - 2001 - Business Ethics Quarterly 11 (3):481.
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  31. If Fairness is the Problem, is Consent the Solution? Integrating ISCT and Stakeholder Theory.I. I. I. Buren - 2001 - Business Ethics Quarterly 11 (3).
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  32. An Inductive Model of Collaboration From the Stakeholder's Perspective.Kenneth D. Butterfield, Richard Reed & David J. Lemak - 2004 - Business and Society 43 (2):162-195.
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  33. A De-Centered Stakeholder Network Path to Creating Mutual Value: Is Wal-Mart Showing the Way?Jerry M. Calton - 2013 - Proceedings of the International Association for Business and Society 24:200-207.
    This paper draws upon recent insights into the emergence of issue-focused stakeholder networks which engage in a co-creative process for constructing mutual value. It applies these insights to evaluate Wal-Mart CEO Lee Scott’s “21st Century Leadership” effort to impose an ethical supply chain control system in China. The paper concludes that further institutional innovation is needed to realize the potential of 21st century transformational leadership at Wal-Mart and elsewhere.
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  34. What is at Stake in the Stakeholder Model?Jerry M. Calton - 1992 - Proceedings of the International Association for Business and Society 3:410-429.
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  35. Developing CSR Giving as a Dynamic Capability for Salient Stakeholder Management.John Ehsman Cantrell, Elias Kyriazis & Gary Noble - 2015 - Journal of Business Ethics 130 (2):403-421.
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  36. Understanding Stakeholder Thinking: Themes From a Finnish Conference.Archie B. Carroll & Juha Näsi - 1997 - Business Ethics 6 (1):46–51.
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  37. Understanding Stakeholder Thinking: Themes From a Finnish Conference.Archie B. Carroll & Juha Nasi - 1997 - Business Ethics: A European Review 6 (1):46-51.
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  38. The Morality of Bluffing: A Reply to Allhoff.Thomas L. Carson - 2004 - Journal of Business Ethics 56 (4):399-403.
    In a recent paper that appeared in this journal Fritz Allhoff addresses the morality of bluffing in negotiations1. He focuses on cases in which people misstate their reservation price in negotiations, e.g., suppose that I am selling a house and tell a prospective buyer that $300,000 is absolutely the lowest price that I will accept, when I know that I would be willing to accept as little as $270,000 for the house rather than continue to try to sell it. Allhoff (...)
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  39. Does Stakeholder Management Have a Dark Side?Carmelo Cennamo, Pascual Berrone & Luis R. Gomez-Mejia - 2009 - Journal of Business Ethics 89 (4):491-507.
    This article is a first attempt to line out the conditions under which executives might have a real self-interest in pursuing a broad stakeholder management (SM) orientation to enlarge their power. We suggest that managers have wider latitude of action under an SM approach, even when this is instrumental to financial performance. The causally ambiguity of the performance effects of idiosyncratic relationships with stakeholders not only makes SM strategy difficult for competitors to imitate but also increases managerial discretion. When managers (...)
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  40. Toward a More Coherent Understanding of the Organization–Society Relationship: A Theoretical Consideration for Social and Environmental Accounting Research.Jennifer C. Chen & Robin W. Roberts - 2010 - Journal of Business Ethics 97 (4):651-665.
    In this study we analyze the overlapping perspectives of legitimacy theory, institutional theory, resource dependence theory, and stakeholder theory. Our purpose is to explore how these theories can inform and be built upon by one another. Through our analysis we provide a broader theoretical understanding of these theories that may support and promote social and environmental accounting research. This article starts with a detailed analysis of legitimacy theory by bringing some recent critical discussions on legitimacy and corporations in the management (...)
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  41. The Influence of Decision Frames and Vision Priming on Decision Outcomes in Work Groups: Motivating Stakeholder Considerations.Kevin D. Clark, Narda R. Quigley & Stephen A. Stumpf - 2014 - Journal of Business Ethics 120 (1):1-12.
    Organizational leaders are increasingly emphasizing a stakeholder perspective in order to address concerns about business ethics. This study examined the choices of 94 groups in the context of a business decision-making simulation to determine how specific actions and communications can facilitate the consideration of different stakeholder perspectives. In particular, we examined whether generally framing the business situation as one involving diverse stakeholders versus a primarily profit-driven operation (referred to as framing), and whether specific suggestions that participants consider the concerns of (...)
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  42. The Management of Stakeholder Relationships in Totalitarian and Democratic Societies.Max B. E. Clarkson - 1995 - Proceedings of the International Association for Business and Society 6:427-438.
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  43. The Stakeholder Approach: A Sustainability Perspective.Don Clifton & Azlan Amran - 2011 - Journal of Business Ethics 98 (1):121-136.
    This article considers the stakeholder approach (SHA) to organisational management through the lens of what it means for humans to live sustainably on the Earth (that is, for there to be a sustainable world). In particular, the article considers if the SHA, as it is presented in mainstream academic and management literature, is supportive of corporate practices that advance the achievement of a sustainable world. The analysis shows the SHA to have significant failings in this regard when viewed against key (...)
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  44. The Stakeholders as Investors.Stephan Cludts - 1999 - Business Ethics Quarterly 9 (4):673-676.
    In a recent contribution to this journal, Etzioni (1998) has introduced a “communitarian note on stakeholder theory” based on a principle of fairness. While we do not challenge the principle of fairness itself, we claim that when this principle is applied only to those who invest in the corporation, it cannot serve as the ground for an ethical stakeholder theory. A focus on low-skilled workers as astakeholder group will help us to illustrate this claim.
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  45. Firm Characteristics, Industry Context, and Investor Reactions to Environmental CSR: A Stakeholder Theory Approach.James J. Cordeiro & Manish Tewari - 2015 - Journal of Business Ethics 130 (4):833-849.
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  46. Stakeholder Social Capital: A New Approach to Stakeholder Theory.Elisabet Garriga Cots - 2011 - Business Ethics 20 (4):328-341.
    In this paper, I present a systematic approach to stakeholder theory based on social capital: the stakeholder social capital approach. Social capital is a relatively novel concept in stakeholder theory, which in previous research was not properly defined or systematically developed. This paper aims to fill this gap by taking into account the specificities of the stakeholder theory, which implies an explicit consideration of values. Therefore, the stakeholder social capital concept is defined by four dimensions (relational, cognitive, structural and evaluative) (...)
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  47. Stakeholder Social Capital: A New Approach to Stakeholder Theory.Elisabet Garriga Cots - 2011 - Business Ethics: A European Review 20 (4):328-341.
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  48. Business Ethics and Stakeholder Theory.Wesley Cragg - 2002 - Business Ethics Quarterly 12 (2):113-142.
    Abstract: Stakeholder theorists have typically offered both a business case and an ethics case for business ethics. I evaluate arguments for both approaches and find them wanting. I then shift the focus from ethics to law and ask: “Why should corporations obey the law?” Contrary to what shareholder theories typically imply, neoclassical or profit maximization theories of the firm can offer answers based only on instrumental justifications. Instrumental justifications for obeying the law, however, are pragmatically and normatively incoherent. This is (...)
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  49. Stakeholder Democracy: Towards a Multi-Disciplinary View.Andrew Crane, Ciaran Driver, John Kaler, Martin Parker & John Parkinson - 2005 - Business Ethics 14 (1):67–75.
  50. Stakeholder Democracy: Towards a Multi-Disciplinary View.Andrew Crane, Ciaran Driver, John Kaler, Martin Parker & John Parkinson - 2005 - Business Ethics: A European Review 14 (1):67-75.
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