26 found
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  1. Dialogue: Toward Superior Stakeholder Theory.Bradley R. Agle, Thomas Donaldson & R. Edward Freeman - 2008 - Business Ethics Quarterly 18 (2):153-190.
    A quick look at what is happening in the corporate world makes it clear that the stakeholder idea is alive, well, and flourishing; and the question now is not “if ” but “how” stakeholder theory will meet the challenges of its success. Does stakeholder theory’s “arrival” mean continued dynamism, refinement, and relevance, or stasis? How will superior stakeholder theory continue to develop? In light of these and related questions, the authors of these essays conducted an ongoing dialogue on the current (...)
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  2.  59
    Toward a Theory of Stakeholder Salience in Family Firms.Ronald K. Mitchell, Bradley R. Agle, James J. Chrisman & Laura J. Spence - 2011 - Business Ethics Quarterly 21 (2):235-255.
    The notion of stakeholder salience based on attributes (e.g., power, legitimacy, urgency) is applied in the family business setting. We argue that where principal institutions intersect (i.e., family and business); managerial perceptions of stakeholder salience will be different and more complex than where institutions are based on a single dominant logic. We propose that (1) whereas utilitarian power is more likely in the general business case, normative power is more typical in family business stakeholder salience; (2) whereas in a general (...)
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  3.  43
    The Relationship Between Social and Financial Performance Repainting a Portrait.Ronald M. Roman, Sefa Hayibor & Bradley R. Agle - 1999 - Business and Society 38 (1):109-125.
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  4. The Impact of Moral Stress Compared to Other Stressors on Employee Fatigue, Job Satisfaction, and Turnover: An Empirical Investigation. [REVIEW]Kristen Bell DeTienne, Bradley R. Agle, James C. Phillips & Marc-Charles Ingerson - 2012 - Journal of Business Ethics 110 (3):377-391.
    Moral stress is an increasingly significant concept in business ethics and the workplace environment. This study compares the impact of moral stress with other job stressors on three important employee variables—fatigue, job satisfaction, and turnover intentions—by utilizing survey data from 305 customer-contact employees of a financial institution’s call center. Statistical analysis on the interaction of moral stress and the three employee variables was performed while controlling for other types of job stress as well as demographic variables. The results reveal that (...)
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  5.  34
    Understanding Research on Values in Business A Level of Analysis Framework.Bradley R. Agle & Craig B. Caldwell - 1999 - Business and Society 38 (3):326-387.
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  6.  1
    Introduction: Recent Research and New Questions.Bradley R. Agle & Ronald K. Mitchell - 2008 - Business Ethics Quarterly 18 (2):153-159.
    A quick look at what is happening in the corporate world makes it clear that the stakeholder idea is alive, well, and flourishing; and the question now is not “if ” but “how” stakeholder theory will meet the challenges of its success. Does stakeholder theory’s “arrival” mean continued dynamism, refinement, and relevance, or stasis? How will superior stakeholder theory continue to develop? In light of these and related questions, the authors of these essays conducted an ongoing dialogue on the current (...)
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  7.  7
    Special Section-Stakeholder Theory, Ethics, Corporate Social Responsibility, and Family Enterprise-Toward a Theory of Stakeholder Salience in Family Firms.Ronald K. Mitchell, Bradley R. Agle, James J. Chrisman & Laura J. Spence - 2011 - Business Ethics Quarterly 21 (2):235.
    The notion of stakeholder salience based on attributes is applied in the family business setting. We argue that where principal institutions intersect ; managerial perceptions of stakeholder salience will be different and more complex than where institutions are based on a single dominant logic. We propose that whereas utilitarian power is more likely in the general business case, normative power is more typical in family business stakeholder salience; whereas in a general business context legitimacy is socially constructed; for family stakeholders, (...)
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  8.  32
    God and Mammon: The Modern Relationship.Bradley R. Agle & Harry J. van Buren Iii - 1999 - Business Ethics Quarterly 9 (4):563-582.
    Lately, the field of business ethics has begun to take an intense interest in the relationship between religion and business ethics. Various books and articles are being produced at an increasing rate using theoretical and qualitative research methods. However, todate, almost no data exist quantifying relationships between religion and business ethics. This paper begins to provide such data by testing the relationships between religious upbringing, religious practice, Christian beliefs, and attitudes toward corporate social responsibility. Analysis of our sample demonstrates that (...)
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  9.  14
    God and Mammon: The Modern Relationship.Bradley R. Agle & Harry J. Van Buren - 1999 - Business Ethics Quarterly 9 (4):563-582.
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  10.  15
    Stakeholder Identification and Salience After 20 Years: Progress, Problems, and Prospects.Logan M. Bryan, Bradley R. Agle, Ronald K. Mitchell & Donna J. Wood - 2021 - Business and Society 60 (1):196-245.
    To contribute to the continuing challenge of explaining how managers identify stakeholders and assess their salience, in this article, we chronicle the history, assess the impact, and evaluate the possibilities opened by Mitchell, Agle, and Wood. We do so through two types of qualitative analysis, and also through utilizing a quantitative network analysis tool. The first qualitative analysis categorizes the major contributions of the most influential papers succeeding MAW-1997; the second identifies and compares the relevant issues with MAW-1997 at the (...)
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  11.  37
    Value Congruence and Charismatic Leadership in CEO–Top Manager Relationships: An Empirical Investigation. [REVIEW]Sefa Hayibor, Bradley R. Agle, Greg J. Sears, Jeffrey A. Sonnenfeld & Andrew Ward - 2011 - Journal of Business Ethics 102 (2):237-254.
    Although charismatic leadership theorists have long argued that leader–follower value congruence plays a central role in the development of charismatic relationships, few studies have tested this proposition. Using data from two studies involving a total of 329 CEOs and 1807 members of their top management teams, we tested the hypothesis that value congruence between leaders and their followers is empirically linked to follower perceptions of the charisma of their leader. Consistent with a relational perspective on charismatic leadership, strong support was (...)
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  12.  42
    Ensuring Validity in the Measurement of Corporate Social Performance: Lessons From Corporate United Way and Pac Campaigns. [REVIEW]Bradley R. Agle & Patricia C. Kelley - 2001 - Journal of Business Ethics 31 (3):271 - 284.
    Building on philosophy of science literature and two original studies, this paper argues for the necessity of incorporating all three portions of Wood''s (1991) theoretical model of corporate social performance (CSP) into its measurement. It begins by describing the two studies of an organizational phenomenon not commonly studied – internal fund drives to employees. Insights from these studies of corporate PAC and United Way campaigns are then used to illustrate how important it is to incorporate all three portions of Wood''s (...)
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  13.  38
    Mapping Our Progress: Identifying, Categorizing and Comparing Universities' Ethics Infrastructures. [REVIEW]Patricia C. Kelley, Bradley R. Agle & Jason DeMott - 2005 - Journal of Academic Ethics 3 (2-4):205-229.
    Ethics researchers have scrutinized ethical business problems, which have been demonstrated through the actions of managers at Enron, WorldCom, and Arthur Andersen, among others. In response to these business transgressions, the US government has implemented the Sarbanes–Oxley Act to shore up businesses’ ethics infrastructures. However, universities, too, struggle with ethics problems. These include NCAA (National Collegiate Athletic Association) violations, discrimination issues, sexual harassment, endowment admits, plagiarism, and research funding manipulation. Despite these problems, we have little knowledge regarding universities’ ethics infrastructures (...)
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  14.  3
    Stakeholder Identification and Salience.Ronald K. Mitchell & Bradley R. Agle - 1997 - Proceedings of the International Association for Business and Society 8:717-727.
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  15.  1
    A Test of the Relationship Between Stakeholder Attributes and Stakeholder Salience.Bradley R. Agle & Ronald K. Mitchell - 1998 - Proceedings of the International Association for Business and Society 9:897-907.
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  16.  4
    Business Ethics Quarterly: Stakeholder Theory, Ethics, Corporate Social Responsibility & Family Enterprise.Bradley R. Agle - 2008 - Business Ethics Quarterly 18 (1):444-446.
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  17. Ethical Leadership at the Top.Bradley R. Agle - 1996 - Proceedings of the International Association for Business and Society 7:1-10.
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  18. Enlivening the Business Ethics Class Through Use of Video Materials.Bradley R. Agle, Steve Brenner & Linda Trevino - 1997 - Proceedings of the International Association for Business and Society 8:809-815.
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  19.  5
    Milgram, A-7 Brakes, and Foodlion.Bradley R. Agle - 1993 - Proceedings of the International Association for Business and Society 4:1077-1083.
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  20.  28
    The Importance of Understanding the Students in Our Business Ethics Classes.Bradley R. Agle - 2012 - Journal of Business Ethics Education 9:469-471.
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  21. The Importance of Values in Leadership.Bradley R. Agle, Sefa Hayibor & Ronald M. Roman - 1998 - Proceedings of the International Association for Business and Society 9:33-44.
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  22.  24
    Negotiating Ethically: Resilience, Moral Identity, and Power in Negotiations.Marc-Charles “M.-C.” Ingerson, Bradley R. Agle & Katie A. Liljenquist - 2013 - Proceedings of the International Association for Business and Society 24:6-17.
    Everybody negotiates. But not everybody negotiates ethically. One driver of unethical negotiation behavior is power. Yet, we still haven’t discovered the principalmoderating and mediating influences between power and ethical negotiation behavior. In this pair of experimental studies we’re interested in finding out how resilience and moral identity affect an individual’s ethical behavior in both simple and complex negotiations when primed for power.
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  23.  14
    Normative Stakeholder Capitalism.Marc-Charles Ingerson, Bradley R. Agle, Thomas Donaldson, Paul C. Godfrey & Jared D. Harris - 2015 - Business and Professional Ethics Journal 34 (3):377-406.
  24.  18
    The Past as a Predictor of the Future.Patricia C. Kelley & Bradley R. Agle - 1990 - Proceedings of the International Association for Business and Society 1:704-722.
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  25.  2
    The Road Not Traveled.Patricia C. Kelley & Bradley R. Agle - 2004 - Proceedings of the International Association for Business and Society 15:63-71.
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  26.  3
    Isolating Religious Beliefs That Might Affect Managerial Decision Making.Harry J. Van Buren & Bradley R. Agle - 1997 - Proceedings of the International Association for Business and Society 8:255-264.
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