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  1. Firm Performance: The Interactions of Corporate Social Performance with Innovation and Industry Differentiation.Clyde Eiríkur Hull & Sandra Rothenberg - 2008 - Strategic Management Journal 29 (7):781-789.
    The impact of corporate social performance on firm financial performance has been examined previously with mixed results. This study examines the possibility that corporate social performance enhances financial performance by allowing the firm to differentiate, and that this effect may be moderated both by innovation, which also drives firm differentiation, and the level of differentiation in the industry. Hypotheses concerning both direct and moderating effects are developed and tested using secondary data. Our results support both innovation and the level of (...)
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  • Exploringthe Relationship Between Corporate Social Performance and Employer Attractiveness.Kristin B. Backhaus, Brett A. Stone & Karl Heiner - 2002 - Business and Society 41 (3):292-318.
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  • Measurement of Corporate Social Action Discovering Taxonomy in the Kinder Lydenburg Domini Ratings Data.James E. Mattingly & Shawn L. Berman - 2006 - Business and Society 45 (1):20-46.
  • Guest Editors’ Introduction.Riccardo Bruni & Shawn Standefer - 2019 - Journal of Philosophical Logic 48 (1):1-9.
  • For All Good Reasons: Role of Values in Organizational Sustainability. [REVIEW]Liviu Florea, Yu Ha Cheung & Neil C. Herndon - 2013 - Journal of Business Ethics 114 (3):393-408.
    Management practices are at the heart of most organizations’ sustainability efforts. Despite the importance of values for the design and implementation of such practices, few researchers have analyzed how human values, particularly ethical values, relate to human resource management practices in organizations. The purpose of this conceptual paper is to integrate scholarship on organizational sustainability, human resource practices, and values in delineating how four specific values—altruism, empathy, positive norm of reciprocity, and private self-effacement—support effective human resource practices in organizations. This (...)
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  • Do Investors Value a Firm’s Commitment to Social Activities?Waymond Rodgers, Hiu Lam Choy & Andrés Guiral - 2013 - Journal of Business Ethics 114 (4):607-623.
    Previous empirical research has found mixed results for the impact of corporate social responsibility (CSR) investments on corporate financial performance (CFP). This paper contributes to the literature by exploring in a two stage investor decision-making model the relationship between a firm’s innovation effort, CSR, and financial performance. We simultaneously examine the impact of CSR on both accounting-based (financial health) and market-based (Tobin’s Q) financial performance measures. From a sample of top corporate citizens, we find that: (1) a firm’s social responsibility (...)
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  • Corporate Image: Employee Reactions and Implications for Managing Corporate Social Performance. [REVIEW]Christine M. Riordan, Robert D. Gatewood & JodiBarnes Bill - 1997 - Journal of Business Ethics 16 (4):401-412.
    Corporate image is a function of organizational signals which determine the perceptions of various stakeholders regarding the actions of an organization. Because of its relationship to the actions of an organization, image has been studied as an indicator of the social performance of the organization. Recent research has determined that social performance has direct effects on the behaviors and attitudes of the organization's employees. To better understand these effects, this study develops and empirically tests a model which links corporate leaders' (...)
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  • The Constant Gardener Revisited: The Effect Ofsocial Blackmail on the Marketing Concept,Innovation, and Entrepreneurship. [REVIEW]Morgan P. Miles, Linda S. Munilla & Jeffrey G. Covin - 2002 - Journal of Business Ethics 41 (3):287 - 295.
    This paper discusses how adoption of the social dimensions of the marketing concept may unintentionally restrict innovation and corporate entrepreneurship, ultimately reducing social welfare. The impact of social marketing on innovation and entrepreneurship is discussed using the case of multinational pharmaceutical firms that are under pressure when marketing HIV treatments in poor countries.The argument this paper supports is that social welfare may eventually be diminished if forced social responsibility is imposed. The case of providing subsidized AIDS medication to less developed (...)
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  • Innovation, Ethics, and Entrepreneurship.Morgan P. Miles, Linda S. Munilla & Jeffrey G. Covin - 2004 - Journal of Business Ethics 54 (1):97-101.
    This paper is a response to Ray's recent proposal that the intellectual property rights attached to potentially life saving/life sustaining innovations should become public goods in cases where markets are either unable or unwilling to pay for the creation of the intellectual property. Using a free market approach to innovation based on Western moral philosophy, we suggest that treating intellectually protected life saving/life sustaining innovations as public goods will likely reduce social welfare over the long term.
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  • The Corporate Social Performance and Corporate Financial Performance Debate.John F. Mahon - 1997 - Business and Society 36 (1):5-31.
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  • Strategic Human Resource Management as Ethical Stewardship.Cam Caldwell, Do X. Truong, Pham T. Linh & Anh Tuan - 2011 - Journal of Business Ethics 98 (1):171-182.
    The research about strategic human resource management (SHRM) has suggested that human resource professionals (HRPs) have the opportunity to play a greater role in contributing to organizational success if they are effective in developing systems and policies aligned with the organization's values, goals, and mission. We suggest that HRPs need to raise the standard of their performance and that the competitive demands of the modern economic environment create implicit ethical duties that HRPs owe to their organizations. We define ethical stewardship (...)
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  • Corporate Social Responsibility and Employee Commitment.Jane Collier & Rafael Esteban - 2007 - Business Ethics 16 (1):19–33.
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  • Corporate Commitment to Global Quality of Life Issues: Do Slack Resources, Industry Affiliations, and Multinational Headquarters Matter?Christie Amato - 2011 - Business and Society 50 (2):388-416.
    Global markets challenge multinational corporations to harmonize quality of life commitments across a broad spectrum of stakeholders with different corporate responsibility perspectives. Few studies have examined strategic planning issues associated with international quality of life . This research investigates the importance of slack resources, industry affiliation, and multinational headquarter location on commitment to societal and individual QOL for Fortune U.S. and global companies. Content analysis of corporate mission statements provides the vehicle for assessing QOL commitment. Models are estimated using logistic (...)
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  • Corporate Image: Employee Reactions and Implications for Managing Corporate Social Performance. [REVIEW]Christine M. Riordan, Robert D. Gatewood & Jodi Barnes Bill - 1997 - Journal of Business Ethics 16 (4):401 - 412.
    Corporate image is a function of organizational signals which determine the perceptions of various stakeholders regarding the actions of an organization. Because of its relationship to the actions of an organization, image has been studied as an indicator of the social performance of the organization. Recent research has determined that social performance has direct effects on the behaviors and attitudes of the organization's employees. To better understand these effects, this study develops and empirically tests a model which links corporate leaders' (...)
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  • The Effects of Corporate Governance and Institutional Ownership Types on Corporate Social Performance.Richard A. Johnson & Daniel W. Greening - 1994 - Proceedings of the International Association for Business and Society 5:433-444.
  • Strategic Alliances for Environmental Improvements.Haiying Lin - 2012 - Business and Society 51 (2):335-348.
    This article articulates a conceptual framework characterizing strategic alliances for environmental improvements. Drawing on the integrative perspective of the resource-based view of the firm and institutional theory, this study examines firms’ varied motivation to form strategic alliances for environmental issues and suggests that these alliances are typically either competency- or legitimacy-oriented. The author characterizes the structural configurations of these alliance types from alliance learning, partner diversity, and governance structure dimensions. These variances in structural configurations explain why competency-oriented alliances, characterized by (...)
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  • The Corporate Social Performance and Corporate Financial Performance Debate Twenty-Five Years of Incomparable Research.Jennifer J. Griffin & John F. Mahon - 1997 - Business and Society 36 (1):5-31.
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  • Organizational Commitment in Manufacturing Employees: Relationships With Corporate Social Performance.Jenna Stites - 2011 - Business and Society 50 (1):50-70.
    Despite the numerous forays into understanding the concept and consequences of Corporate Social Performance , very little is known about how CSP impacts employees. In response, this study examines the relationship between employee perceptions of CSP and organizational commitment in a manufacturing industry setting. Survey data are collected from 136 production employees at three kitchen cabinet manufacturers in the United States. The results of the study show that both community-related and environmentally-related CSP are positively related to organizational commitment. These results (...)
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  • Measuring Environmental Strategy: Construct Development, Reliability, and Validity.Judith Walls - 2011 - Business and Society 50 (1):71-115.
    Inconsistent results in prior work that link environmental strategy to competitive advantage may be due to the empirical difficulties of marrying the theoretical connection between a firm’s resource base and its environmental strategy. The authors contribute to the field by developing a measure that is congruent with the natural resource—based view, a dominant paradigm in this line of work. This article content analyses company reports and secondary data to develop a measure of environmental strategy grounded in the natural resource—based view. (...)
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  • Corporate Social Performance as a Competitive Advantage in Attracting a Quality Workforce.Daniel W. Greening & Daniel B. Turban - 2000 - Business and Society 39 (3):254-280.
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