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  1. Corporate Social Responsibility in Global Value Chains: Where Are We Now and Where Are We Going?Peter Lund-Thomsen & Adam Lindgreen - 2014 - Journal of Business Ethics 123 (1):1-12.
    We outline the drivers, main features, and conceptual underpinnings of the compliance paradigm. We then use a similar structure to investigate the drivers, main features, and conceptual underpinnings of the cooperative paradigm for working with CSR in global value chains. We argue that the measures proposed in the new cooperation paradigm are unlikely to alter power relationships in global value chains and bring about sustained improvements in workers’ conditions in developing country export industries. After that, we provide a critical appraisal (...)
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  2.  70
    Designing and Implementing Corporate Social Responsibility: An Integrative Framework Grounded in Theory and Practice. [REVIEW]François Maon, Adam Lindgreen & Valérie Swaen - 2009 - Journal of Business Ethics 87 (1):71 - 89.
    This article introduces an integrative framework of corporate social responsibility (CSR) design and implementation. A review of CSR literature -in particular with regard to design and implementation models -provides the background to develop a multiple case study. The resulting integrative framework, based on this multiple case study and Lewin's change model, highlights four stages that span nine steps of the CSR design and implementation process. Finally, the study identifies critical success factors for the CSR process.
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  3.  52
    Corporate Social Responsibility: An Empirical Investigation of U.S. Organizations. [REVIEW]Adam Lindgreen, Valérie Swaen & Wesley J. Johnston - 2009 - Journal of Business Ethics 85 (2):303 - 323.
    Organizations that believe they should "give something back" to the society have embraced the concept of corporate social responsibility (CSR). Although the theoretical underpinnings of CSR have been frequently debated, empirical studies often involve only limited aspects, implying that theory may not be congruent with actual practices and may impede understanding and further development of CSR. The authors investigate actual CSR practices related to five different stakeholder groups, develop an instrument to measure those CSR practices, and apply it to a (...)
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  4.  16
    The Roles of Leadership Styles in Corporate Social Responsibility.Shuili Du, Valérie Swaen, Adam Lindgreen & Sankar Sen - 2013 - Journal of Business Ethics 114 (1):155-169.
    This research investigates the interplay between leadership styles and institutional corporate social responsibility (CSR) practices. A large-scale field survey of managers reveals that firms with greater transformational leadership are more likely to engage in institutional CSR practices, whereas transactional leadership is not associated with such practices. Furthermore, stakeholder-oriented marketing reinforces the positive link between transformational leadership and institutional CSR practices. Finally, transactional leadership enhances, whereas transformational leadership diminishes, the positive relationship between institutional CSR practices and organizational outcomes. This research highlights (...)
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  5.  48
    Introduction: Corporate Social Responsibility Implementation. [REVIEW]Adam Lindgreen, Valérie Swaen & François Maon - 2009 - Journal of Business Ethics 85 (2):251 - 256.
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  6.  3
    Guest Editorial: Corporate Social Responsibility in Controversial Industry Sectors. [REVIEW]Adam Lindgreen, François Maon, Jon Reast & Mirella Yani-De-Soriano - 2012 - Journal of Business Ethics 110 (4):393-395.
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  7.  8
    Legitimacy-Seeking Organizational Strategies in Controversial Industries: A Case Study Analysis and a Bidimensional Model.Jon Reast, François Maon, Adam Lindgreen & Joëlle Vanhamme - 2013 - Journal of Business Ethics 118 (1):139-153.
    Controversial industry sectors, such as alcohol, gambling, and tobacco, though long-established, suffer organizational legitimacy problems. The authors consider various strategies used to seek organizational legitimacy in the U.K. casino gambling market. The findings are based on a detailed, multistakeholder case study pertaining to a failed bid for a regional supercasino. They suggest four generic strategies for seeking organizational legitimacy in this highly complex context: construing, earning, bargaining, and capturing, as well as pathways that combine these strategies. The case analysis and (...)
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  8.  23
    Corporate Social Responsibility Practices in Developing and Transitional Countries: Botswana and Malawi. [REVIEW]Adam Lindgreen, Valérie Swaen & Timothy T. Campbell - 2009 - Journal of Business Ethics 90 (3):429 - 440.
    This research empirically investigated the CSR practices of 84 Botswana and Malawi organizations. The findings revealed that the extent and type of CSR practices in these countries did not significantly differ from that proposed by a U. S. model of CSR, nor did they significantly differ between Botswana and Malawi. There were, however, differences between the sampled organizations that clustered into a stakeholder perspective and traditional capitalist model groups. In the latter group, the board of directors, owners, and shareholders were (...)
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  9.  8
    To Do Well by Doing Good: Improving Corporate Image Through Cause-Related Marketing.Joëlle Vanhamme, Adam Lindgreen, Jon Reast & Nathalie van Popering - 2012 - Journal of Business Ethics 109 (3):259-274.
    As part of their corporate social responsibility, many organizations practice cause-related marketing, in which organizations donate to a chosen cause with every consumer purchase. The extant literature has identified the importance of the fit between the organization and the nature of the cause in influencing corporate image, as well as the influence of a connection between the cause and consumer preferences on brand attitudes and brand choice. However, prior research has not addressed which cause composition most appeals to consumers or (...)
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  10.  6
    The Manchester Super Casino: Experience and Learning in a Cross-Sector Social Partnership. [REVIEW]Jon Reast, Adam Lindgreen, Joëlle Vanhamme & François Maon - 2010 - Journal of Business Ethics 94 (1):197 - 218.
    The management of cross-sector social partnerships (CSSPs) among government, business, and not-for-profit entities can be complex and difficult. This article considers the importance of organizational experience and learning for the successful development of CSSPs. By analyzing the Manchester Super Casino, this research emphasizes the significant benefits of prior experience with CSSPs that enable partners to learn and develop relationships, skills, and capabilities over time, which then have positive influences on future performance. The result is a refined learning model of the (...)
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  11.  17
    The Catch-22 of Responsible Luxury: Effects of Luxury Product Characteristics on Consumers' Perception of Fit with Corporate Social Responsibility.Catherine Janssen, Joëlle Vanhamme, Adam Lindgreen & Cécile Lefebvre - 2014 - Journal of Business Ethics 119 (1):45-57.
    The notion of “responsible luxury” may appear as a contradiction in terms. This article investigates the influence of two defining characteristics of luxury products—scarcity and ephemerality—on consumers’ perception of the fit between luxury and corporate social responsibility (CSR), as well as how this perceived fit affects consumers’ attitudes toward luxury products. A field experiment reveals that ephemerality moderates the positive impact of scarcity on consumers’ perception of fit between luxury and CSR. When luxury products are enduring (e.g., jewelry), a scarce (...)
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  12.  5
    Editorial: Cross-Sector Social Interactions. [REVIEW]Maria May Seitanidi & Adam Lindgreen - 2010 - Journal of Business Ethics 94 (1):1 - 7.
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  13.  14
    Sustainability, Epistemology, Ecocentric Business, and Marketing Strategy: Ideology, Reality, and Vision. [REVIEW]Helen Borland & Adam Lindgreen - 2013 - Journal of Business Ethics 117 (1):173-187.
    This conceptual article examines the relationship between marketing and sustainability through the dual lenses of anthropocentric and ecocentric epistemology. Using the current anthropocentric epistemology and its associated dominant social paradigm, corporate ecological sustainability in commercial practice and business school research and teaching is difficult to achieve. However, adopting an ecocentric epistemology enables the development of an alternative business and marketing approach that places equal importance on nature, the planet, and ecological sustainability as the source of human and other species’ well-being, (...)
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  14.  20
    Corruption and Unethical Behavior: Report on a Set of Danish Guidelines. [REVIEW]Adam Lindgreen - 2004 - Journal of Business Ethics 51 (1):31-39.
    Corruption is defined as private individuals or enterprises who misuse public resources for private power and/or political gains. They do so through abusing public officials whose behavior deviates from the formal government rules of conduct. Ethical behavior is defined as individuals or enterprises adhering to a non-corrupt work or business practice. A review of the academic literature is conducted drawing on perspectives from the political, economic, and anthropological sciences. Insights from a Danish research program are reported on. This program identifies (...)
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  15.  1
    Industrial Clusters and Corporate Social Responsibility in Developing Countries: What We Know, What We Do Not Know, and What We Need to Know.Peter Lund-Thomsen, Adam Lindgreen & Joelle Vanhamme - 2016 - Journal of Business Ethics 133 (1):9-24.
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  16.  3
    Corporate Social Responsibility in Colombia: Making Sense of Social Strategies. [REVIEW]Adam Lindgreen, José-Rodrigo Córdoba, François Maon & José María Mendoza - 2010 - Journal of Business Ethics 91 (2):229 - 242.
    As corporate social responsibility (CSR) grows increasingly well known and accepted worldwide, organizations attempt to make sense of their social strategies bridge the gap between their current situation and what their stakeholders expect of them. If social strategies represent a potential stepping stone to more sophisticated forms of CSR, then research must investigate the strategies that organizations have adopted. After defining a framework for classifying and analyzing organizations' social strategies, this article considers empirical evidence from 10 case studies in Colombia (...)
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  17.  26
    To Do Well by Doing Good: Improving Corporate Image Through Cause-Related Marketing.Joëlle Vanhamme, Adam Lindgreen, Jon Reast & Nathalie Popering - 2012 - Journal of Business Ethics 109 (3):259-274.
    As part of their corporate social responsibility, many organizations practice cause-related marketing, in which organizations donate to a chosen cause with every consumer purchase. The extant literature has identified the importance of the fit between the organization and the nature of the cause in influencing corporate image, as well as the influence of a connection between the cause and consumer preferences on brand attitudes and brand choice. However, prior research has not addressed which cause composition most appeals to consumers or (...)
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  18.  19
    Purchasing and Marketing of Social and Environmental Sustainability for High-Tech Medical Equipment.Adam Lindgreen, Michael Antioco, David Harness & Remi van der Sloot - 2009 - Journal of Business Ethics 85 (2):445 - 462.
    As the functional capabilities of high-tech medical products converge, supplying organizations seek new opportunities to differentiate their offerings. Embracing product sustainability-related differentiators provides just such an opportunity. This study examines the challenge organizations face when attempting to understand how customers perceive environmental and social dimensions of sustainability by exploring and defining both dimensions on the basis of a review of extant literature and focus group research with a leading supplier of magnetic resonance imaging (MRI) scanning equipment. The study encompasses seven (...)
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  19.  1
    Editorial: Corporate Social Responsibility in Latin America. [REVIEW]Adam Lindgreen & José-Rodrigo Córdoba - 2010 - Journal of Business Ethics 91 (2):167-170.
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  20.  7
    Call for Papers.Maria May Seitanidi & Adam Lindgreen - 2008 - Journal of Business Ethics 82 (3):525-526.
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  21.  6
    Industrial Clusters and CSR in Developing Countries: The Role of International Donor Funding.Anjum Fayyaz, Peter Lund-Thomsen & Adam Lindgreen - forthcoming - Journal of Business Ethics.
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  22.  5
    Building Theory at the Intersection of Ecological Sustainability and Strategic Management.Helen Borland, Véronique Ambrosini, Adam Lindgreen & Joëlle Vanhamme - forthcoming - Journal of Business Ethics.
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  23.  4
    One Vision, Different Paths: An Investigation of Corporate Social Responsibility Initiatives in Europe.François Maon, Valérie Swaen & Adam Lindgreen - forthcoming - Journal of Business Ethics.
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  24.  4
    Reclaiming the Child Left Behind: The Case for Corporate Cultural Responsibility.François Maon & Adam Lindgreen - 2015 - Journal of Business Ethics 130 (4):755-766.
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  25.  8
    The Role of 'High Potentials' in Integrating and Implementing Corporate Social Responsibility.Adam Lindgreen, Valérie Swaen, David Harness & Marieke Hoffmann - 2011 - Journal of Business Ethics 99 (S1):73-91.
    The Samenleving and Bedrijf (S&B) network of Dutch organizations seeks to embed corporate social responsibility (CSR) within business practices but faces challenges with regard to how to do so across various organizational practices, processes, and policies. The integration of CSR demands cultural change driven by senior management and other change agents, who push CSR principles throughout the organization. This study examines the change processes that S&B member organizations have initiated, with a particular focus on the role of high potentials—those persons (...)
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  26.  1
    Special Issue on Industrial Clusters and Corporate Social Responsibility in Developing Countries.Peter Lund-Thomsen, Adam Lindgreen & Joelle Vanhamme - 2016 - Journal of Business Ethics 133 (1):5-8.
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