Citations of work:

Jon Burchell & Joanne Cook (2008). Stakeholder Dialogue and Organisational Learning: Changing Relationships Between Companies and NGOs.

6 found
Are we missing citations?

PhilPapers citations & references are currently in beta testing. We expect to add many more in the future.

Meanwhile, you can use our bibliography tool to import references for this or another work.

Or you can directly add citations for the above work:

Search for work by author name and title
Add directly by record ID

  1.  3
    Stakeholder Engagement Through Empowerment: The Case of Coffee Farmers.Chiara Civera, Simone de Colle & Cecilia Casalegno - forthcoming - Business Ethics: A European Review.
    No categories
    Direct download (4 more)  
    Export citation  
  2.  4
    Exploring Corporations’ Dialogue About CSR in the Digital Era.Laura Illia, Stefania Romenti, Belén Rodríguez-Cánovas, Grazia Murtarelli & Craig E. Carroll - 2017 - Journal of Business Ethics 146 (1):39-58.
    In this paper, we examined how companies are employing new media to engage in dialogue with their stakeholders about corporate social responsibility -related matters. Through a qualitative theory-building study conducted in three stages over a period of 2 years, we discovered that corporations with reputations for CSR have built virtual spaces for dialogue about CSR, but that these spaces remain empty of dialogue. Our theory-building model highlights how the mix of four dialogue processes may allow companies to create open dialogue (...)
    Direct download (2 more)  
    Export citation  
  3.  6
    Different Talks with Different Folks: A Comparative Survey of Stakeholder Dialog in Germany, Italy, and the U.S. [REVIEW]André Habisch, Lorenzo Patelli, Matteo Pedrini & Christoph Schwartz - 2011 - Journal of Business Ethics 100 (3):381 - 551.
    Although theoretical underpinnings of stakeholder dialog (SD) have been extensively discussed in the extant literature, there is a lack of empirical studies presenting evidence on the SD initiatives undertaken by firms. In this article, we provide information about 294 SD initiatives collected through a content analysis of the sustainability reports published by large firms in Germany, Italy, and the U. S. In addition to a country-based description of the different forms, stakeholder categories, and topics of the SD initiatives, we explore (...)
    Direct download (6 more)  
    Export citation  
    Bookmark   5 citations  
  4.  22
    Corporate Responsibility Perceptions in Change: Finnish Managers' Views on Stakeholder Issues From 1994 to 2004.Johanna Kujala - 2010 - Business Ethics 19 (1):14-34.
    The purpose of this paper is to investigate the changes in Finnish managers' corporate responsibility perceptions from 1994 to 2004. Following earlier research, the concept of corporate responsibility is operationalised using the stakeholder approach. Empirically, we ask how managers' views on stakeholder issues have changed during the 10-year research period, and how managers' stakeholder orientation compares with their economic orientation. The data were collected using a survey research instrument in the years 1994, 1999 and 2004. The research results show a (...)
    Direct download (5 more)  
    Export citation  
    Bookmark   3 citations  
  5.  3
    Corporate Responsibility Perceptions in Change: Finnish Managers' Views on Stakeholder Issues From 1994 to 2004.Johanna Kujala - 2010 - Business Ethics: A European Review 19 (1):14-34.
    Direct download (2 more)  
    Export citation  
    Bookmark   4 citations  
  6.  13
    Partnership Formation for Change: Indicators for Transformative Potential in Cross Sector Social Partnerships. [REVIEW]Maria May Seitanidi, Dimitrios N. Koufopoulos & Paul Palmer - 2010 - Journal of Business Ethics 94 (1):139 - 161.
    We provide a grounded model for analysing formation in cross sector social partnerships to understand why business and nonprofit organizations increasingly partner to address social issues. Our model introduces organizational characteristics, organizational motives and history of partner interactions as critical factors that indicate the potential for social change. We argue that organizational characteristics, motives and the history of interactions indicate transformative capacity, transformative intention and transformative experience, respectively. Together, these three factors consist of a framework that aids early detection of (...)
    Direct download (4 more)  
    Export citation  
    Bookmark   12 citations