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Brian Harvey & Anja Schaefer (2001). Managing Relationships with Environmental Stakeholders: A Study of U.K. Water and Electricity Utilities. [REVIEW]

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  1.  14
    Family Firms and the Interests of Non‐Family Stakeholders: The Influence of Family Managers' Affective Commitment and Family Salience in Terms of Power.María de la Cruz Déniz‐Déniz, María Katiuska Cabrera‐Suárez & Josefa D. Martín‐Santana - 2018 - Business Ethics: A European Review 27 (1):15-28.
    The goal of this research is to analyze the heterogeneity of family firms in the normative attention to their non-family stakeholders. With this aim, we suggest that the psychological process of top family managers in terms of individual affective commitment to their firms is a key variable to explain that heterogeneity. However, we also suggest a moderator effect of the family stakeholder salience in the relationship between the managers' affective commitment to the firm and the establishment of firm goals toward (...)
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  2. The Relevance of Nationality and Industry for Stakeholder Salience: An Investigation Through Integrated Reports.Cristina Gianfelici, Andrea Casadei & Federica Cembali - 2018 - Journal of Business Ethics 150 (2):541-558.
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  3.  4
    Engaging with Environmental Stakeholders: Routes to Building Environmental Capabilities in the Context of the Low Carbon Economy.Polina Baranova & Maureen Meadows - 2017 - Business Ethics: A European Review 26 (2):112-129.
    The transition to a low carbon economy demands new strategies to enable organizations to take advantage of the potential for “green” growth. An organization's environmental stakeholders can provide opportunities for growth and support the success of its low carbon strategies, as well as potentially acting as a constraint on new initiatives. Building environmental capabilities through engagement with environmental stakeholders is conceptualized as an important aspect for the success of organizational low carbon strategies. We examine capability building across a range of (...)
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  4.  7
    Investigating the Dynamics of Stakeholder Salience: What Happens When the Institutional Change Process Unfolds?Shahzad Khurram & Sandra Charreire Petit - 2017 - Journal of Business Ethics 143 (3):485-515.
  5.  6
    Establishing How Natural Environmental Competency, Organizational Social Consciousness, and Innovativeness Relate.Clay Dibrell, Justin B. Craig, Jaemin Kim & Aaron J. Johnson - 2015 - Journal of Business Ethics 127 (3):591-605.
    This article investigates the moderating effects of organizational social consciousness on the natural environmental competency and innovativeness relationship. Organizational social consciousness reflects the organization’s awareness of its place and contribution to the larger system in which it exists and is developed through an organization’s social responsibility, ethics, culture, corporate values, and the view of its stakeholders. Through our study of key strategic decision makers from organizations located in the USA, we operationalize organizational social consciousness and demonstrate the efficacy of this (...)
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  6.  14
    Linking Employee Stakeholders to Environmental Performance: The Role of Proactive Environmental Strategies and Shared Vision.Francisco Lloréns-Montes, Emilio Díez-de-Castro & Elisa Alt - 2015 - Journal of Business Ethics 128 (1):167-181.
    Drawing on the natural-resource-based view, we propose that employee stakeholder integration is linked to environmental performance through firms’ proactive environmental strategies, and that this link is contingent on shared vision. We tested our model with a cross-country and multi-industry sample. In support of our theory, results revealed that firms’ proactive environmental strategies translated employee stakeholder integration into environmental performance. This relationship was pronounced for high levels of shared vision. Our findings demonstrate that shared vision represents a key condition for advancing (...)
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  7.  4
    Secondary Stakeholder Influence on CSR Disclosure: An Application of Stakeholder Salience Theory.Thomas Thijssens, Laury Bollen & Harold Hassink - 2015 - Journal of Business Ethics 132 (4):873-891.
  8.  10
    Trust, Morality, and the Privatization of Water Services in Developing Countries.Abu Shiraz Rahaman, Jeff Everett & Dean Neu - 2013 - Business and Society Review 118 (4):539-575.
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  9.  43
    Dominant Articulations in Academic Business and Society Discourse on NGO–Business Relations: A Critical Assessment. [REVIEW]Salla Laasonen, Martin Fougère & Arno Kourula - 2012 - Journal of Business Ethics 109 (4):521-545.
    Relations between non-governmental organizations (NGOs) and companies have been the subject of a sharply increasing amount of publications in recent years within academic business journals. In this article, we critically assess this fast-developing body of literature, which we treat as forming a ‘business and society discourse’ on NGO–business relations. Drawing on discourse theory, we examine 199 academic articles in 11 business and society, international business, and management journals. Focusing on the dominant articulations on the NGO–business relationship and key signifiers they (...)
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  10.  51
    Three Elements of Stakeholder Legitimacy.Adele Santana - 2012 - Journal of Business Ethics 105 (2):257-265.
    This paper focuses attention on the stakeholder attribute of legitimacy. Drawing upon institutional and stakeholder theories, I develop a framework of stakeholder legitimacy based on its three aspects—legitimacy of the stakeholder as an entity, legitimacy of the stakeholder’s claim, and legitimacy of the stakeholder’s behavior. I assume that stakeholder legitimacy is socially constructed by management and that each of its three aspects exists in degree in the manager’s perception. I discuss how these aspects interact and change over time, and propose (...)
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  11.  14
    Stakeholder Salience Revisited: Refining, Redefining, and Refueling an Underdeveloped Conceptual Tool. [REVIEW]Benjamin A. Neville, Simon J. Bell & Gregory J. Whitwell - 2011 - Journal of Business Ethics 102 (3):357-378.
    This article revisits and further develops Mitchell et al.’s (Acad Manag Rev 22(4):853–886, 1997 ) theory of stakeholder identification and salience. Stakeholder salience holds considerable unrealized potential for understanding how organizations may best manage multiple stakeholder relationships. While the salience framework has been cited numerous times, attempts to develop it further have been relatively limited. We begin by reviewing the key contributions of other researchers. We then identify and seek to resolve three residual weaknesses in Mitchell et al.’s ( 1997 (...)
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  12.  55
    When Suits Meet Roots: The Antecedents and Consequences of Community Engagement Strategy. [REVIEW]Frances Bowen, Aloysius Newenham-Kahindi & Irene Herremans - 2010 - Journal of Business Ethics 95 (2):297 - 318.
    Understanding firms' interfaces with the community has become a familiar strategic concern for both firms and non-profit organizations. However, it is still not clear when different community engagement strategies are appropriate or how such strategies might benefit the firm and community. In this review, we examine when, how and why firms benefit from community engagement strategies through a systematic review of over 200 academic and practitioner knowledge sources on the antecedents and consequences of community engagement strategy. We analytically describe evidence (...)
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  13.  24
    The Interactive Effect of Internal and External Factors on a Proactive Environmental Strategy and its Influence on a Firm's Performance.Bulent Menguc, Seigyoung Auh & Lucie Ozanne - 2010 - Journal of Business Ethics 94 (2):279 - 298.
    While the literature on the effective management of business and natural environment interfaces is rich and growing, there are still two questions regarding which the literature has yet to reach a definitive conclusion: (1) what is the interactive effect between internal and external drivers on a proactive environmental strategy (PES)? and (2) does a PES influence firm's performance? Drawing on the resource-based view for the internal drivers' perspective and institutional and legitimacy theories for the external drivers' perspective, this study suggests (...)
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  14.  30
    Analyzing the Essence of Stakeholder Relationships: What Do We Need in Addition to Power, Legitimacy, and Urgency? [REVIEW]Päivi Myllykangas, Johanna Kujala & Hanna Lehtimäki - 2010 - Journal of Business Ethics 96 (S1):65-72.
    This article contributes to the body of stakeholder literature by providing an in-depth analysis of the dynamics of stakeholder relationships as a part of change in value creation. The article presents an argument that the stakeholder salience model as a tool for analyzing stakeholder relationships is not sufficient for understanding business value creation. In the recent stakeholder literature, understanding business value creation has become an important theme. Through an analysis of an empirical case, the article shows how the three stakeholder (...)
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  15.  39
    Corporate Argumentation for Acceptability: Reflections of Environmental Values and Stakeholder Relations in Corporate Environmental Statements.Tiina Johanna Onkila - 2009 - Journal of Business Ethics 87 (2):285-298.
    This article studies argumentation for acceptability of corporate environmental actions in corporate environmental statements, with emphasis on stakeholder relations and environmental values. Stakeholder theory is commonly taken as the basis for corporate environmental management, and rhetoric typical of the stakeholder approach dominates the field. Although environmental issues are strongly charged with values, the dominant stakeholder approach does not stress the value dimension. The data of the study consists of environmental statements by Finnish forerunning business corporations in the forefront of corporate (...)
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  16.  19
    Trade Associations and Corporate Social Responsibility: Evidence From the UK Water and Film Industries.Anja Schaefer & Finola Kerrigan - 2008 - Business Ethics 17 (2):171–195.
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  17.  2
    Trade Associations and Corporate Social Responsibility: Evidence From the UK Water and Film Industries.Anja Schaefer & Finola Kerrigan - 2008 - Business Ethics: A European Review 17 (2):171-195.
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  18.  57
    A Case Study of Stakeholder Identification and Prioritization by Managers.Milena M. Parent & David L. Deephouse - 2007 - Journal of Business Ethics 75 (1):1-23.
    The purpose of this article is to examine stakeholder identification and prioritization by managers using the power, legitimacy, and urgency framework of Mitchell et al. (Academy of Management Review 22, 853–886; 1997). We use a multi-method, comparative case study of two large-scale sporting event organizing committees, with a particular focus on interviews with managers at three hierarchical levels. We support the positive relationship between number of stakeholder attributes and perceived stakeholder salience. Managers’ hierarchical level and role have direct and moderating (...)
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  19.  70
    A Framework for Understanding Corporate Social Responsibility Programs as a Continuum: An Exploratory Study.Julie Pirsch, Shruti Gupta & Stacy Landreth Grau - 2007 - Journal of Business Ethics 70 (2):125-140.
    Corporate Social Responsibility (CSR) programs are increasingly popular corporate marketing strategies. This paper argues that CSR programs can fall along a continuum between two endpoints: Institutionalized programs and Promotional programs. This classification is based on an exploratory study examining the variance of four responses from the consumer stakeholder group toward these two categories of CSR. Institutionalized CSR programs are argued to be most effective at increasing customer loyalty, enhancing attitude toward the company, and decreasing consumer skepticism. Promotional CSR programs are (...)
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  20.  49
    Stakeholder Multiplicity: Toward an Understanding of the Interactions Between Stakeholders.Benjamin A. Neville & Bulent Menguc - 2006 - Journal of Business Ethics 66 (4):377-391.
    While stakeholder theory has traditionally considered organization’s interactions with stakeholders in terms of independent, dyadic relationships, recent scholarship has pointed to the fact that organizations exist within a complex network of intertwining relationships [e.g., Rowley, T. J.: 1997, The Academy of Management Review 22(4), 887–910]. However, further theoretical and empirical development of the interactions between stakeholders has been lacking. In this paper, we develop a framework for understanding and measuring the effects upon the organization of competing, complementary and cooperative stakeholder (...)
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