17 found
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Cynthia E. Clark [16]Cynthia Clark [4]
  1.  19
    Authenticity and Corporate Governance.Erica Steckler & Cynthia Clark - 2019 - Journal of Business Ethics 155 (4):951-963.
    Although personal attributes have gained recognition as an important area of effective corporate governance, scholarship has largely overlooked the value and implications of individual virtue in governance practice. We explore how authenticity—a personal and morally significant virtue—affects the primary monitoring and strategy functions of the board of directors as well as core processes concerning director selection, cultivation, and enactment by the board. While the predominant focus in corporate governance research has been on structural factors that influence firm financial outcomes, this (...)
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  2.  13
    Firm Engagement and Social Issue Salience, Consensus, and Contestation.Jennifer J. Griffin, Andrew P. Bryant & Cynthia E. Clark - 2017 - Business and Society 56 (8):1136-1168.
    Facing an increasing number and variety of issues with social salience, firms must determine how to engage with issues that likely have a significant impact on them. Integrating issues management and salience theories, the authors find that firms engage with socially contested issues—where there is a high degree of societal disagreement—in a different manner from issues that have social consensus, or high agreement. Examining social issue resolutions filed by shareholders from 1997 to 2009, the study finds that socially contested issues, (...)
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  3.  25
    Compound Conflicts of Interest in the US Proxy System.Cynthia E. Clark & Harry J. Van Buren - 2013 - Journal of Business Ethics 116 (2):355-371.
    The current proxy voting system in the United States has become the subject of considerable controversy. Because institutional investment managers have the authority to vote their clients’ proxies, they have a fiduciary obligation to those clients. Frequently, in an attempt to fulfill that obligation, these institutional investors employ proxy advisory services to manage the thousands of votes they must cast. However, many proxy advisory services have conflicts of interest that inhibit their utility to those seeking to discharge their fiduciary duties. (...)
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  4.  18
    Multinational Corporations and Governance Effectiveness: Toward a More Integrative Board.Cynthia Clark & Jill A. Brown - 2015 - Journal of Business Ethics 132 (3):565-577.
    Multinational corporations dominate the global business arena, but new expectations for MNC boards call to question how they might effectively manage global stakeholder relationships in this new era of accountability. Uniting political behavior theory, which describes a board’s international political orientation, and global operating governance systems outlining a set of board behaviors, we develop a typology of four types of boards. We then provide recommendations for the development of an integrative governance structure, taking into account the mechanisms, structure, endorsements, and (...)
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  5.  13
    Masquerading in the U.S. Capital Markets: The Dark Side of Maintaining an Institution.Cynthia E. Clark & Sue Newell - 2013 - Business and Society Review 118 (1):105-134.
  6.  7
    Strategic Global Strategy: The Intersection of General Principles, Corporate Responsibility and Economic Value-Added.Laura P. Hartman, Patricia H. Werhane, Cynthia E. Clark, Craig V. Vansandt & Mukesh Sud - 2017 - Business and Society Review 122 (1):71-91.
    An ongoing argument often made by business ethicists is that a singular preoccupation on profitability, will lead, in the long run, to disvalue for all the stakeholders and the communities it affects, and often, economic challenges for the company. On the other hand, we argue, a preoccupation with ethics and CSR as the primary aims of a for-profit company, it is, on its own, like a preoccupation with profitability, unsustainable. Indeed, without economic viability, a company will fail. Both of these (...)
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  7.  17
    Institutional Work and Complicit Decoupling Across the U.S. Capital Markets: The Work of Rating Agencies.Cynthia E. Clark & Sue Newell - 2013 - Business Ethics Quarterly 23 (1):1-30.
    We focus on the core institution of the capital market and the institu­tional work of professional service firms that provide ratings on corporate issuers, initially in a bid to maintain this institution, which suffered when those involved relied solely on information from the issuers themselves. Through our analysis we identify a new type of decoupling—complicit decoupling. Complicit decoupling evolves over time, beginning with the creation of a new practice, here corporate ratings as a form of policing work, which emerges to (...)
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  8.  1
    Bell Atlantic Balances Business With Philanthropy.Cynthia E. Clark - 1999 - Proceedings of the International Association for Business and Society 10:949-950.
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  9.  5
    Can Communication Help What Ails Corporate Social Responsibility?Cynthia E. Clark - 2001 - Proceedings of the International Association for Business and Society 12:143-152.
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  10.  1
    Educating Tomorrow's Managers.Cynthia E. Clark - 1999 - Proceedings of the International Association for Business and Society 10:977-988.
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  11.  4
    Female Representation on Corporate Boards in Europe: The Interplay of Organizational Social Consciousness and Institutions.Cynthia E. Clark, Punit Arora & Patricia Gabaldon - forthcoming - Journal of Business Ethics:1-22.
    We examine the role of alignment between organizational social consciousness and the informal and formal institutions of a country in increasing female representation on boards. Using fixed-effects and Hausman Taylor regression methodology for endogenous covariate with panel data for the years 2006–2020, we find that the greater the alignment between organizational social consciousness and certain formal and informal institutions, the more progress there is toward gender representation on corporate boards in Europe. We also find that more socially conscious firms make (...)
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  12.  1
    How Do Standard Setters Define Materiality and Why Does It Matter?Cynthia E. Clark - forthcoming - Business Ethics: A European Review.
    Business Ethics: A European Review, EarlyView.
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  13.  19
    Issues-Driven Shareholder Activism.Cynthia E. Clark & Jennifer J. Griffin - 2012 - Proceedings of the International Association for Business and Society 23:221-228.
    Issues-driven shareholder activism suggests that specific issue characteristics brought by shareholders, a group to which firms are obligated to respond, interact in a way that affects the materiality of the issue in the eyes of the modern corporation. Relevant issue characteristics include: issue type, social significance, and issue life cycle stage.
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  14.  5
    Intellectual Shamans: Management Academics Making a Difference. By Sandra Waddock, Cambridge University Press, Cambridge UK: December 2014, 372 Pages. Paperback: $34.99. [REVIEW]Cynthia E. Clark - 2015 - Business and Society Review 120 (4):637-641.
  15. Managing Contradiction: Stockholder and Stakeholder Views of the Firm as Paradoxical Opportunity.Cynthia E. Clark, Erica L. Steckler & Sue Newell - 2016 - Business and Society Review 121 (1):123-159.
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  16.  1
    The Drive For Profit.Cynthia E. Clark - 2002 - Proceedings of the International Association for Business and Society 13:77-87.
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  17.  1
    Corporate Social Responsibility Disclosures and Investor Judgments in Difficult Times: The Role of Ethical Culture and Assurance.Andrew C. Stuart, Jean C. Bedard & Cynthia E. Clark - 2020 - Journal of Business Ethics 171 (3):565-582.
    We conduct an experiment with 459 nonprofessional investors to examine whether they evaluate companies differently based on management’s stated purpose for undertaking corporate social responsibility activities in the presence versus absence of a company-specific negative event. Specifically, we vary whether or not management intends to achieve financial returns from CSR activities in addition to promoting social good. We address investors’ decision processes by investigating whether their judgments are mediated by perceptions of future cash flows and/or the underlying ethical culture of (...)
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