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  1. Trickle Effects of Cross-Sector Social Partnerships.Ans Kolk, Willemijn van Dolen & Marlene Vock - 2010 - Journal of Business Ethics 94 (S1):123 - 137.
    Cross-sector social partnerships are often studied from a macro and meso perspective, also in an attempt to assess effectiveness and societal impact. This article pays specific attention to the micro perspective, i.e. individual interactions between and within organizations related to partnerships that address the 'social good'. By focusing on the potential effects and mechanisms at the level of individuals and the organization(s) with which they interact, it aims to help fill a gap in research on partnerships, including more insight into (...)
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  • The Case for Strategic Corporate Social Responsibility in Developing Countries.Dima Jamali - 2007 - Business and Society Review 112 (1):1-27.
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  • Connecting the Micro to the Macro: An Exploration of Micro-Behaviors of Individuals Who Drive CSR Initiatives at the Macro-Level.Latha Poonamallee & Simy Joy - 2018 - Frontiers in Psychology 9.
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  • Do Contracts Make Them Care? The Impact of CEO Compensation Design on Corporate Social Performance.Jean McGuire, Jana Oehmichen, Michael Wolff & Roman Hilgers - 2019 - Journal of Business Ethics 157 (2):375-390.
    Using the behavioral agency model, we analyze how two compensation design characteristics, pay-performance sensitivity and duration of CEO compensation, affect corporate social performance. We find that the performance sensitivity of CEO pay is negatively associated with poor social performance but also negatively affects strong social performance. These results suggest that pay-performance sensitivity increases the relevance of potential negative consequences of poor social performance. However, the ‘insurance’ benefits of strong social performance may also become less relevant. With respect to the duration (...)
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  • CEO Ability and Corporate Social Responsibility.Yuan Yuan, Gaoliang Tian, Louise Yi Lu & Yangxin Yu - 2019 - Journal of Business Ethics 157 (2):391-411.
    This study examines the impact of chief executive officer ability on firms’ corporate social responsibility performance. We find that firms’ CSR performance increases with CEO ability. Specifically, firms with more able CEOs are associated with more socially responsible activities and fewer socially irresponsible activities, and are associated with more stakeholder CSR rather than third-party CSR. We further find that the positive relation between CEO ability and CSR is weakened for CEO who is also the chair of the board and for (...)
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  • “It’s Like Hating Puppies!” Employee Disengagement and Corporate Social Responsibility.Kelsy Hejjas, Graham Miller & Caroline Scarles - 2019 - Journal of Business Ethics 157 (2):319-337.
    Corporate social responsibility has been linked with numerous organizational advantages, including recruitment, retention, productivity, and morale, which relate specifically to employees. However, despite specific benefits of CSR relating to employees and their importance as a stakeholder group, it is noteworthy that a lack of attention has been paid to the individual level of analysis with CSR primarily being studied at the organizational level. Both research and practice of CSR have largely treated the individual organization as a “black box,” failing to (...)
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  • Two Independent Value Orientations: Ideal and Counter-Ideal Leader Values and Their Impact on Followers' Respect for and Identification with Their Leaders. [REVIEW]Matthias M. Graf, Niels Van Quaquebeke & Rolf Van Dick - 2011 - Journal of Business Ethics 104 (2):185-195.
    Traditionally, conceptualizations of human values are based on the assumption that individuals possess a single integrated value system comprising those values that people are attracted by and strive for. Recently, however, van Quaquebeke et al. (in J Bus Ethics 93:293–305, 2010 ) proposed that a value system might consist of two largely independent value orientations—an orientation of ideal values and an orientation of counter-ideal values (values that individuals are repelled by), and that both orientations exhibit antithetic effects on people’s responses (...)
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  • Does an Asset Owner’s Institutional Setting Influence Its Decision to Sign the Principles for Responsible Investment?Andreas G. F. Hoepner, Arleta A. A. Majoch & Xiao Y. Zhou - forthcoming - Journal of Business Ethics:1-26.
    From a simple idea to unite asset owners in their quest for responsible investment at its launch in April 2006, the United Nations supported Principles for Responsible Investment have grown in just one decade into an initiative with more than 1500 fee-paying signatories. Jointly, the PRI’s signatories hold assets worth more than $80 trillion, making it one of the more prevalent not-for-profit organizations worldwide. Furthermore, the PRI’s ambitious mission to transform the financial system at large into a more sustainable one (...)
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  • A ‘Business Opportunity’ Model of Corporate Social Responsibility for Small‐ and Medium‐Sized Enterprises.Heledd Jenkins - 2009 - Business Ethics 18 (1):21-36.
    In their book ‘Corporate Social Opportunity’, Grayson and Hodges maintain that ‘the driver for business success is entrepreneurialism, a competitive instinct and a willingness to look for innovation from non‐traditional areas such as those increasingly found within the corporate social responsibility agenda’. Such opportunities are described as ‘commercially viable activities which also advance environmental and social sustainability’. There are three dimensions to corporate social opportunity – innovation in products and services, serving unserved markets and building new business models. While small‐ (...)
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  • Conservative Transformation: Actively Managed Corporate Volunteerism in Hong Kong. [REVIEW]Robin Stanley Snell & Amy Lai Yu Wong - 2013 - Asian Journal of Business Ethics 2 (1):35 - 63.
    Abstract Our Hong Kong-based study used interviews with volunteers and other stakeholders to investigate the perceived integrity and commitment of firms’ adoption of actively managed corporate volunteerism (AMCV), to examine whether AMCV was removing barriers against voluntary community service work and to identify volunteers’ motives for AMCV involvement. Interviewees perceived that firms were adopting strategically instrumental approaches to AMCV, combining community service provision with corporate image promotion and/or with organisational development. They indicated that although AMCV was mobilizing people, who would (...)
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  • Corporate Humanistic Responsibility: Social Performance Through Managerial Discretion of the HRM.Stéphanie Arnaud & David M. Wasieleski - 2014 - Journal of Business Ethics 120 (3):1-22.
    The Corporate Social Performance (CSP) model (Wood, Acad Manag Rev 164:691–718, 1991) assesses a firm’s social responsibility at three levels of analysis—institutional, organizational and individual—and measures the resulting social outcomes. In this paper, we focus on the individual level of CSP, manifested in the managerial discretion of a firm’s principles, processes, and policies regarding social responsibilities. Specifically, we address the human resources management of employees as a way of promoting CSR values and producing socially minded outcomes. We show that applying (...)
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  • The Impact of CEO Characteristics on Corporate Social Performance.Mikko H. Manner - 2010 - Journal of Business Ethics 93 (S1):53 - 72.
    While there are growing bodies of research examining both the differences between strongly and poorly socially performing firms, and the impact of firm leaders on other strategic outcomes, little has been done in examining the effect of firm leaders on corporate social performance (CSP). This study directly addresses this issue by using upper echelon theory, and the KLD Research Analytics CSP ratings, to show that observable CEO characteristics predict differences in CSP between firms, even when firm and industry characteristics are (...)
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  • Corporate Philanthropy Through the Lens of Ethical Subjectivity.Claudia Eger, Graham Miller & Caroline Scarles - 2019 - Journal of Business Ethics 156 (1):141-153.
    The dynamic organisational processes in businesses dilute the boundaries between the individual, organisational, and societal drivers of corporate philanthropy. This creates a complex framework in which charitable project selection occurs. Using the example of European tour operators, this study investigates the mechanisms through which companies invest in charitable projects in overseas destinations. Inextricably linked to this is the increasing contestation by local communities as to how they are able to engage effectively with tourism in order to realise the benefits tourism (...)
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  • How Important Are CEOs to CSR Practices? An Analysis of the Mediating Effect of the Perceived Role of Ethics and Social Responsibility.José-Luis Godos-Díez, Roberto Fernández-Gago & Almudena Martínez-Campillo - 2011 - Journal of Business Ethics 98 (4):531-548.
    Drawing on the Agency-Stewardship approach, which suggests that manager profile may range from the agent model to the steward model, this article aims to examine how important CEOs are to corporate social responsibility (CSR). Specifically, this exploratory study proposes the existence of a relationship between manager profile and CSR practices and that this relation is mediated by the perceived role of ethics and social responsibility. After applying a mediated regression analysis using survey information collected from 149 CEOs in Spain, results (...)
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  • The Influence of an Organisation’s Corporate Values on Employees Personal Buying Behaviour.Jesús Cambra-Fierro, Yolanda Polo-Redondo & Alan Wilson - 2008 - Journal of Business Ethics 81 (1):157 - 167.
    This article explores the influence that an organisation’s corporate values have on employees’ behaviour and values both within and outside the work environment. In particular, it focuses on the impact of these values on the personal buying behaviour of employees. The empirical research was undertaken within a case study organisation that produces wine in Spain and involved interviews with senior management, an analysis of company documentation, as well as group discussions with employees supported by an employee survey. The article argues (...)
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  • On the Role of Faith in Sustainability Management: A Conceptual Model and Research Agenda.Fabien Martinez - 2019 - Journal of Business Ethics 155 (3):787-807.
    The objective of this article is to develop a faith development perspective on corporate sustainability. A firm’s management of sustainability is arguably determined by the way decision-makers relate to the other and the natural environment, and this relationship is fundamentally shaped by faith. This study advances theoretical understanding of the approach managers take on sustainability issues by explaining how four distinct phases of faith development—improvidence, obedience, irreverence and providence—determine a manager’s disposition towards sustainability. Combining insights from intentional and relational faith (...)
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  • A ‘Business Opportunity’ Model of Corporate Social Responsibility for Small- and Medium-Sized Enterprises.Heledd Jenkins - 2009 - Business Ethics: A European Review 18 (1):21-36.
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  • Doing Business with Rights Violating Regimes Corporate Social Responsibility and Myanmar’s Military Junta.Ian Holliday - 2005 - Journal of Business Ethics 61 (4):329 - 342.
    Whether to do business with rights violating regimes is one of many dilemmas faced by socially responsible corporations. In this article the difficult case of Myanmar is considered. Ruled for decades by a closed and sometimes brutal military elite, the country has long been subject to informal and formal sanctions. However, as sanctions have failed to trigger political reform, it is necessary to review the policy options. The focus here is on the contribution socially responsible corporations might make to change. (...)
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  • The Co-Evolution of Leaders’ Cognitive Complexity and Corporate Sustainability: The Case of the CEO of Puma.Tobias Hahn, Patricia Gabaldón & Stefan Gröschl - 2019 - Journal of Business Ethics 155 (3):741-762.
    In this longitudinal study, we explore the co-evolution of the cognitive complexity of the CEO of Puma, Jochen Zeitz, and his view and initiatives on sustainability. Our purpose was to explore how the changes in a leader’s mindset relate to his/her views and actions on sustainability. In contrast to previous studies, we adopt an in-depth longitudinal case study approach to capture the role of leaders’ cognitive complexity in the context of corporate sustainability. By understanding the cognitive development of Zeitz as (...)
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  • Financial Reports and Social Capital.Anand Jha - 2019 - Journal of Business Ethics 155 (2):567-596.
    I examine social capital’s impact on financial reports. Based on the social capital literature, I predict that the quality of the financial reports is higher when a firm is headquartered in a region with high social capital. Consistent with this prediction, I find that the firms that are headquartered in this type of region in the USA have a lower probability of committing fraud by misrepresenting financial information. Further, I find that the firms in regions with high social capital have (...)
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  • Benchmarking and Transparency: Incentives for the Pharmaceutical Industry’s Corporate Social Responsibility. [REVIEW]Matthew Lee & Jillian Kohler - 2010 - Journal of Business Ethics 95 (4):641-658.
    With over 2 billion people lacking medicines for treatable diseases and 14 million people dying annually from infectious disease, there is undeniable need for increased access to medicines. There has been an increasing trend to benchmark the pharmaceutical industry on their corporate social responsibility (CSR) performance in access to medicines. Benchmarking creates a competitive inter-business environment and acts as incentive for improving CSR. This article investigates the corporate feedback discourses pharmaceutical companies make in response to criticisms from benchmarking reports. It (...)
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  • Peculiar Strengths and Relational Attributes of SMEs in the Context of CSR.Dima Jamali, Mona Zanhour & Tamar Keshishian - 2009 - Journal of Business Ethics 87 (3):355-377.
    The spotlight in the CSR discourse has traditionally been focused on multinational corporations (MNCs). This paper builds on a burgeoning stream of literature that has accorded recent attention to the relevance and importance of integrating small and medium enterprises (SMEs) in the CSR debate. The paper begins by an overview of the CSR literature and a synthesis of relevant evidence pertaining to the peculiarities and special relational attributes of SMEs in the context of CSR. Noting the thin theoretical grounding in (...)
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  • Managers’ Attitudes Toward Codes of Ethics: Are There Gender Differences?Nabil Ibrahim, John Angelidis & Igor M. Tomic - 2009 - Journal of Business Ethics 90 (S3):343-353.
    This article extends previous research by investigating the basis for attitudes toward codes of ethics. Specifically, its purposes are threefold. First, to examine business managers' attitudes toward codes of ethics. Second, to ascertain whether gender differences do exist with respect to these attitudes. Third, to provide a benchmark for future studies of attitudes toward codes of ethics. A survey of 286 managers revealed significant differences between the female and male managers with respect to six of the eight variables studied.
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  • “I Don’T Care That People Don’T Like What I Do” – Business Codes Viewed as Invisible or Visible Restrictions.Peter Norberg - 2009 - Journal of Business Ethics 86 (2):211 - 225.
    Research about codes of corporate ethics has hitherto taken a hypothetical, correct meaning of codes for granted. The article problematises the dichotomous categories intrinsic and subjective meanings of codes. I address the question if professionals in finance accept codes of business. The particular mentality of stockbrokers and traders constructs the way they judge restrictions such as company codes of ethics. While neglecting dimensions of ethics beyond known rules, brokers and traders distrust good ethics as a possible end in itself. Many (...)
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  • Corporate Social Responsibility and Organizational Psychology: An Integrative Review.Ante Glavas - 2016 - Frontiers in Psychology 7.
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  • Focusing on Individuals' Ethical Judgement in Corporate Social Responsibility Curricula.Patrick Maclagan & Tim Campbell - 2011 - Business Ethics 20 (4):392-404.
    Adequate discussion of individuals' moral deliberation is notably absent from much of the literature on corporate social responsibility (CSR). We argue for a refocusing on the role of the individual in that context. In particular we regard this as important in CSR course design, for practical, pedagogical and moral reasons. After addressing some of the theoretical background to our argument, and noting some respects in which individual action features in the context of CSR, we consider the usefulness (or otherwise) of (...)
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  • A New Framework for Understanding Inequalities Between Expatriates and Host Country Nationals.Victor Oltra, Jaime Bonache & Chris Brewster - 2013 - Journal of Business Ethics 115 (2):291-310.
    An interdisciplinary theoretical framework is proposed for analysing justice in global working conditions. In addition to gender and race as popular criteria to identify disadvantaged groups in organizations, in multinational corporations (MNCs) local employees (i.e. host country nationals (HCNs) working in foreign subsidiaries) deserve special attention. Their working conditions are often substantially worse than those of expatriates (i.e. parent country nationals temporarily assigned to a foreign subsidiary). Although a number of reasons have been put forward to justify such inequalities—usually with (...)
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  • Enabling Ethical Code Embeddedness in Construction Organizations: A Review of Process Assessment Approach. [REVIEW]Olugbenga Timo Oladinrin & Christabel Man-Fong Ho - 2016 - Science and Engineering Ethics 22 (4):1193-1215.
    Several researchers have identified codes of ethics as tools that stimulate positive ethical behavior by shaping the organisational decision-making process, but few have considered the information needed for code implementation. Beyond being a legal and moral responsibility, ethical behavior needs to become an organisational priority, which requires an alignment process that integrates employee behavior with the organisation’s ethical standards. This paper discusses processes for the responsible implementation of CoEs based on an extensive review of the literature. The internationally recognized European (...)
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  • Permanency of CSR Activities and Firm Value.Kwang Hwa Jeong, Seok Woo Jeong, Woo Jae Lee & Seong Ho Bae - 2018 - Journal of Business Ethics 152 (1):207-223.
    This paper investigates whether the pattern of firms’ corporate social responsibility activities affects firm value. If firms do permanently CSR activities for strategic purposes, firms’ value is more likely to increase. Using firms known to do CSR in Korea, we examine the valuation effect by adopting an earnings response coefficient model and document firms with permanent CSR activities, which show higher ERCs than other firms regardless of the level of CSR activities. This result partly explains the inconsistency among the results (...)
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  • Do Personal Values Influence the Propensity for Sustainability Actions? A Policy-Capturing Study.Joel Marcus, Heather A. MacDonald & Lorne M. Sulsky - 2015 - Journal of Business Ethics 127 (2):459-478.
    Using a policy-capturing approach with a broad student sample we examine how individuals’ economic, social and environmental values influence their propensity to engage in a broad range of sustainability-related corporate actions. We employ a multi-dimensional sustainability framework of corporate actions and account for both the positive and negative impacts associated with corporate activity—termed strength and concern actions, respectively. Strong economic values were found to increase the propensity for concern actions and the willingness to work in controversial industries. Individuals with balanced (...)
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  • Are Ethical Consumers Happy? Effects of Ethical Consumers' Motivations Based on Empathy Versus Self-Orientation on Their Happiness.Kumju Hwang & Hyewon Kim - 2018 - Journal of Business Ethics 151 (2):579-598.
    Studies on fair-trade consumption have concentrated on economic, demographic, and ethical issues, and research on consumers’ moral emotions and self-orientation is limited. Although consumers’ satisfaction with their consumption has been emphasized in consumer studies and marketing, little substantive empirical research has addressed ethical consumers’ emotional satisfaction and the link between their motivations and happiness. This study focused on ethical consumers who regularly purchase fair-trade coffee to understand their moral emotions and self-orientation as motivations for fair-trade consumption and determine whether empathy (...)
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  • Dynamics of Lending-Based Prosocial Crowdfunding: Using a Social Responsibility Lens.John P. Berns, Maria Figueroa-Armijos, Serge P. da Motta Veiga & Timothy C. Dunne - forthcoming - Journal of Business Ethics.
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  • Values and Corporate Social Responsibility Perceptions of Chinese University Students.Lei Wang & Heikki Juslin - 2012 - Journal of Academic Ethics 10 (1):57-82.
    The purpose of this study is to analyse the effects of personal demographic factors on Chinese university students’ values and perceptions of Corporate Social Responsibility (CSR) issues, and to identify the link between personal values and perceptions of CSR. The quantitative data consisted of 980 Chinese university students, and were collected by using a structured self-completion questionnaire. This study found that: 1) the importance of values education should be stressed, because we found that altruistic values associate negatively with perception of (...)
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  • Managerial Views of Corporate Impacts and Dependencies on Ecosystem Services: A Case of International and Domestic Forestry Companies in China.D. D’Amato, M. Wan, N. Li, M. Rekola & A. Toppinen - 2018 - Journal of Business Ethics 150 (4):1011-1028.
    A line of research is emerging investigating the private sector impacts and dependencies on critical biodiversity and ecosystem services, and related business risks and opportunities. While the ecosystem services narrative is being forwarded globally as a key paradigm for promoting business sustainability, there is scarce knowledge of how these issues are considered at managerial level. This study thus investigates managerial views of corporate sustainability after the ecosystem services concept. We analyse interviews conducted with 20 managers from domestic and international forestry (...)
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  • Corporate Social Responsibility as Institution: A Social Mechanisms Framework.Sara Bice - 2017 - Journal of Business Ethics 143 (1):17-34.
    Recent research suggests that corporate social responsibility is institutionalised amongst multinational corporations. Yet CSR scholarship faces considerable challenges. An agreed definition is lacking, even amongst researchers adopting aligned approaches. Studies remain heavily focused on making a business case for CSR, despite its widespread acceptance into business practice. Few studies examine CSR’s on-ground implications for the communities it purports to help, favouring instead a macro-level focus. And concerns about CSR’s sincerity, motivations and ethics perpetuate questions about its integrity. This article argues (...)
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  • Corporate Social Responsibility and Management Forecast Accuracy.Dongyoung Lee - 2017 - Journal of Business Ethics 140 (2):353-367.
    This study examines the association between corporate social responsibility and management forecast accuracy. Using data from 1995 to 2009, we find that firms provide more accurate earnings forecasts in the face of CSR activities. We also find that the positive association between CSR and management forecast accuracy is only present for the post-regulation period of 2001–2009, after the introduction of disclosure regulations intended to mitigate managers’ opportunistic behavior. These findings are consistent with the notion that managers strive to improve the (...)
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  • Small Business Champions for Corporate Social Responsibility.Heledd Jenkins - 2006 - Journal of Business Ethics 67 (3):241-256.
    While Corporate Social Responsibility (CSR) has traditionally been the domain of the corporate sector, recognition of the growing significance of the Small and Medium Sized Enterprise (SME) sector has led to an emphasis on their social and environmental impact, illustrated by an increasing number of initiatives aimed at engaging SMEs in the CSR agenda. CSR has been well researched in large companies, but SMEs have received less attention in this area. This paper presents the findings from a U.K. wide study (...)
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  • CEO International Assignment Experience and Corporate Social Performance.Daniel J. Slater & Heather R. Dixon-Fowler - 2009 - Journal of Business Ethics 89 (3):473-489.
    Research suggests that international assignment experience enhances awareness of societal stakeholders, influences personal values, and provides rare and valuable resources. Based on these arguments, we hypothesize that CEO international assignment experience will lead to increased corporate social performance (CSP) and will be moderated by the CEO's functional background. Using a sample of 393 CEOs of S&P 500 companies and three independent data sources, we find that CEO international assignment experience is positively related to CSP and is significantly moderated by the (...)
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  • Mapping the Relationship Among Political Ideology, CSR Mindset, and CSR Strategy: A Contingency Perspective Applied to Chinese Managers.Fuming Jiang, Tatiana Zalan, Herman H. M. Tse & Jie Shen - 2018 - Journal of Business Ethics 147 (2):419-444.
    The literature on antecedents of corporate social responsibility strategies of firms has been predominately content driven. Informed by the managerial sense-making process perspective, we develop a contingency theoretical framework explaining how political ideology of managers affects the choice of CSR strategy for their firms through their CSR mindset. We also explain to what extent the outcome of this process is shaped by the firm’s internal institutional arrangements and external factors impacting on the firm. We develop and test several hypotheses using (...)
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  • The Bright and Dark Side of Altruism: Demographic, Personality Traits, and Disorders Associated with Altruism.Adrian Furnham, Luke Treglown, Gillian Hyde & Geoff Trickey - 2016 - Journal of Business Ethics 134 (3):359-368.
    This study looked at personality trait and personality disorder correlates of self-rated altruism. In two studies over 4,000 adult British managers completed a battery of tests including a ‘bright side’ personality trait measure ; a ‘dark side’/disorders measure, and a measure of their Motives and Values which included Altruism. The two studies showed similar results revealing that those who were low on Adjustment but high on Interpersonal Sensitivity, Prudence and Inquisitiveness were more likely to value Altruism and be motivated to (...)
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  • Mandatory Corporate Social Responsibility Reporting and Financial Reporting Quality: Evidence From a Quasi-Natural Experiment.Xue Wang, Feng Cao & Kangtao Ye - 2018 - Journal of Business Ethics 152 (1):253-274.
    This study examines the impact of mandatory Corporate Social Responsibility reporting on firms’ financial reporting quality using a quasi-natural experiment in China that mandates a subset of firms to report their CSR activities starting in 2008. We find that mandatory CSR disclosure firms constrain earnings management after the policy. The result is robust to a battery of sensitivity tests and more prominent for firms with lower analyst coverage. Further analyses reveal that upward earnings management by mandatory disclosure firms is more (...)
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  • Mid-Management, Employee Engagement, and the Generation of Reliable Sustainable Corporate Social Responsibility.Lynn Godkin - 2015 - Journal of Business Ethics 130 (1):15-28.
    This paper explains how middle managers might enlist ethically engaged employees into the production of reliable, sustainable CSR. An accompanying model illustrates how those managers can encounter employee engagement in CSR and channel their enthusiasm effectively. It presents factors scaffolding organizational support for employee engagement and how they relate to the intensity of that engagement. It introduces the importance of employee voice and illustrates how associated signals might be captured.
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  • The Promise of a Managerial Values Approach to Corporate Philanthropy.Jaepil Choi & Heli Wang - 2007 - Journal of Business Ethics 75 (4):345-359.
    This article presents an alternative rationale for corporate philanthropy based on managerial values of benevolence and integrity. On the one hand, top managers with benevolence and integrity values are more likely to spread their intrinsic concern for others into the wider society in the form of corporate philanthropy. On the other hand, top managers high in benevolence and integrity are likely to contribute to improved managerial credibility and trusting firm-stakeholder relationships, thereby improving corporate financial performance. Therefore, the article makes the (...)
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  • Deconstructing the Relationship Between Corporate Social and Financial Performance.Francesco Perrini, Angeloantonio Russo, Antonio Tencati & Clodia Vurro - 2011 - Journal of Business Ethics 102 (S1):59-76.
    For four decades, research on the role and responsibilities of business in society has centered on the business case for corporate social responsibility (CSR) and an increasing number of studies on the corporate social performance (CSP)—corporate financial performance (CFP) link emerged leading to controversial results. Heeding the call for a deeper understanding of the mechanisms linking certain CSR efforts to certain performance outcomes, this study provides a stakeholder-based organizing framework rooted in an extensive review of existing literature on the link (...)
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  • Corporate Social Responsibility and Corporate Disclosures: An Investigation of Investors’ and Analysts’ Perceptions.Audrey Hsu, Kevin Koh, Sophia Liu & Yen H. Tong - forthcoming - Journal of Business Ethics:1-28.
    We conjecture that corporate social responsibility can be indicative of managerial ethics and integrity and examine whether equity investors and financial analysts consider CSR performance when they assess firms’ disclosures of actual and forecasted earnings. We find that only adverse CSR performance affects investors’ assessments of these disclosures. In contrast, we find that both positive and adverse CSR performance affect analysts’ forecast revisions in response to firms’ disclosures. We also find that firms with adverse CSR performance exhibit lower disclosure quality (...)
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  • Managerial Morality and Philanthropic Decision-Making: A Test of an Agency Model.Cheng-Li Huang & Ju-Lan Tsai - 2015 - Journal of Business Ethics 132 (4):795-811.
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  • Working with Corporate Social Responsibility in Brazilian Companies: The Role of Managers' Values in the Maintenance of CSR Cultures. [REVIEW]Fernanda Duarte - 2010 - Journal of Business Ethics 96 (3):355 - 368.
    Corporate social responsibility (CSR) refers to the duty of management to consider and respond to issues beyond the organization's economic and legal requirements in line with social and environmental values. However, 'management' is constituted by real people responsible for routine decisions and formulation and implementation of policies. It can be said therefore that the ethical ideals and beliefs of these individuals - in particular their personal values - play an important role in their decisions. It is contended in this article (...)
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  • Value-Enhancing Capabilities of CSR: A Brief Review of Contemporary Literature.Mahfuja Malik - 2015 - Journal of Business Ethics 127 (2):419-438.
    This study reviews and synthesizes the contemporary business literature that focuses on the role of corporate social responsibility to enhance firm value. The main objective of this review is to proffer a precise understanding of what has already been investigated and the findings of those investigations regarding the value-enhancing capabilities of CSR for public firms. In addition, this review identifies gaps in the existing literature, evaluates inconsistent findings, discusses possible data sources for empirical researchers, and provides direction for exploring other (...)
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  • Corporate Social Strategy: Competing Views From Two Theories of the Firm.Frances Bowen - 2007 - Journal of Business Ethics 75 (1):97-113.
    This paper compares two theories of the firm used to interpret firms’ corporate social strategies in order to derive new insights and questions in this research area. Researchers from many branches of strategic management agree that firms can strategically allocate resources in order to achieve both long-term social objectives and competitive advantage. However, despite some progress in investigating corporate social strategy, studies rely on fundamentally diverging theoretical approaches. This paper will identify, compare and begin to integrate two competing theories of (...)
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  • How Does It Fit? Exploring the Congruence Between Organizations and Their Corporate Social Responsibility Activities.Menno D. T. de Jong & Mark van der Meer - 2017 - Journal of Business Ethics 143 (1):71-83.
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