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Ann K. Buchholtz [10]Ann Buchholtz [5]Ann C. Buchholtz [1]
  1.  49
    Philanthropy as Strategy When Corporate Charity “Begins at Home”.David H. Saiia, Archie B. Carroll & Ann K. Buchholtz - 2003 - Business and Society 42 (2):169-201.
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  2.  9
    Beyond Resources The Mediating Effect of Top Management Discretion and Values on Corporate Philanthropy.Ann K. Buchholtz, Allen C. Amason & Matthew A. Rutherford - 1999 - Business and Society 38 (2):167-187.
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  3.  29
    New Directions in Corporate Governance and Finance: Implications for Business Ethics Research.Lori Verstegen Ryan, Ann K. Buchholtz & Robert W. Kolb - 2010 - Business Ethics Quarterly 20 (4):673-694.
    Corporate governance and finance are dynamic academic fields that offer myriad opportunities for business ethics analysis. Within the corporate governance triad in recent years, shareholders have increased their power over boards of directors and executives through both regulation and movements to change corporate by-laws. The impact of board characteristics on firm performance has proven elusive, leading to questions concerning board processes and individual director beliefs and behaviors. At the same time, CEOs have lost considerable power, leaving many struggling to regain (...)
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  4. Does Philanthropy Begin at Home? The Strategic Motivations Underlying Corporate Giving Programs.David Saiia, Archie B. Carroll & Ann K. Buchholtz - 2003 - Business and Society 42 (2):169-201.
     
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  5.  23
    The Institutionalization of Corporate Social Responsibility Reporting.Archie B. Carroll, Ann K. Buchholtz & Kareem M. Shabana - 2017 - Business and Society 56 (8):1107-1135.
    This article presents a three-stage model of how isomorphic mechanisms have shaped corporate social responsibility reporting practices over time. In the first stage, defensive reporting, companies fail to meet stakeholder expectations due to a deficiency in firm performance. In this stage, the decision to report is driven by coercive isomorphism as firms sense pressure to close the expectational gap. In the second stage, proactive reporting, knowledge of CSR reporting spreads and the practice of CSR reporting becomes normatively sanctioned. In this (...)
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  6.  20
    Trust, Risk, and Shareholder Decision Making: An Investor Perspective on Corporate Governance.Ann K. Buchholtz - 2001 - Business Ethics Quarterly 11 (1):177-193.
    Shareholders' relationship to the firm is a central theme in corporate governance, yet the investors' perspective has beenvirtually ignored in governance research. This paper attempts to explain the previously unexplored role of trust in the investordecision-making process. The proposed model suggests that trust acts as the antecedent of the risk variable in existing investordecision-making models. Stock ownership involves both financial and ethical risk, which by definition requires some level of implicit trust in management and the market.
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  7.  15
    Moral Salience and the Role of Goodwill in Firm-Stakeholder Trust Repair.Jill A. Brown, Ann K. Buchholtz & Paul Dunn - 2016 - Business Ethics Quarterly 26 (2):181-199.
  8.  15
    Trust, Risk, and Shareholder Decision Making: An Investor Perspective on Corporate Governance.Lori Verstegen Ryan & Ann K. Buchholtz - 2001 - Business Ethics Quarterly 11 (1):177-193.
    Shareholders' relationship to the firm is a central theme in corporate governance, yet the investors' perspective has beenvirtually ignored in governance research. This paper attempts to explain the previously unexplored role of trust in the investordecision-making process. The proposed model suggests that trust acts as the antecedent of the risk variable in existing investordecision-making models. Stock ownership involves both financial and ethical risk, which by definition requires some level of implicit trust in management and the market.
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  9.  6
    Board Socio-Cognitive Decision-Making and Task Performance Under Heightened Expectations of Accountability.Andrew J. Ward, Marcus M. Butts, Ann Buchholtz & Jill A. Brown - 2019 - Business and Society 58 (3):574-611.
    This study examines how heightened expectations of board responsibility and accountability affect the socio-cognitive decision-making of boards and their collective task performance. Using data from the directors of 60 boards who served before and after the enactment of Sarbanes–Oxley, this study provides insight into the potential negative impact that this tightened accountability environment can have on a board’s task performance. Examining several socio-cognitive elements of board decision-making, board authority is found to have a positive main effect on board task performance, (...)
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  10.  15
    Corporate Philanthropy Research.Ann K. Buchholtz & Jill A. Brown - 2006 - Proceedings of the International Association for Business and Society 17:70-71.
    Individual studies have contributed to our knowledge of corporate philanthropy, but to date they remain fragmented. We proposed to extricate the conceptual and empirical work in corporate social responsibility from the conceptual and empirical work on corporate philanthropy, limiting our review to works that specifically refer to corporate philanthropy, as well as works that are labeled as corporate social responsibility but actually operationalize it as philanthropy. We will present an integrative model of corporate philanthropy research that draws on research from (...)
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  11.  16
    Scapegoating Under Scrutiny.Jill A. Brown, Ann C. Buchholtz & Andrew Ward - 2008 - Proceedings of the International Association for Business and Society 19:383-394.
    This paper develops and tests a model of fingerpointing behaviors that board members experience because of regulatory reforms. We present the partial results of a large study of 138 board members on 54 publicly traded boards in the United States. We found that recent governance reforms that mandate increased accountability of board members are associated with less board cohesion and thatlower board cohesion is associated with fingerpointing behaviors. These findings suggest that the stages of institutionalization following regulatory shock falter when (...)
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  12.  12
    Implementing Service Learning in the 21st Century.Ann Buchholtz, Mary-Ellen Boyle, Craig Dunn, Larry Lad & John F. Mahon - 2005 - Proceedings of the International Association for Business and Society 16:361-362.
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  13.  13
    The Chlorine Spill of 2005 Case Study.Jill A. Brown & Ann K. Buchholtz - 2007 - Proceedings of the International Association for Business and Society 18:495-496.
    This case study reviews a train crash that occurred in January 2005 when a Norfolk Southern freight train struck a parked train on the tracks near Graniteville, South Carolina. At issue is the safe transportation of hazardous materials, the assignment of responsibility, the stakeholder management of participants and the outcome to Avondale Mills, a local textile company that ended up closing its doors after the spill.
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  14.  7
    Reviewer Acknowledgement.Bradley Agle, Christopher Allen, Jorg Andriof, Barbara Altman, Melissa Baucus, Shawn Berman, Jean Boddewyn, Brad Brown, Ann Buchholtz & Jerry Calton - 2002 - Business and Society 41 (1):5.
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  15.  11
    Classified Boards.Jill Brown, Anne Anderson & Ann Buchholtz - 2009 - Proceedings of the International Association for Business and Society 20:253-260.
    This paper examines the controversial governance mechanism of classified boards. Classified board advocates believe that multiple year terms give directors a longer-term horizon. Shareholder activists push for declassifications of boards because they argue that agency problems are likely to arise. In a longitudinal study of six years of KLD, RiskMetrics and Compustat data, we test the influence of classified boards on social performance dimensions. We find that classified boards are negatively associated with social performance strengths in the areas of community (...)
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