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David Saiia [10]David H. Saiia [1]
  1.  33
    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. 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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  3.  18
    Should Firms Go “Beyond Profits”? Milton Friedman Versus Broad CSR1.Mark S. Schwartz & David Saiia - 2012 - Business and Society Review 117 (1):1-31.
  4. Should Firms Go 'Beyond Profits'? Milton Friedman Versus Broad CSR.Mark S. Schwartz & David Saiia - 2011 - Proceedings of the International Association for Business and Society 22 (1):327-338.
    The paper explores the ongoing debate between the narrow version of CSR proposed by Milton Friedman and the broader version of CSR, which includes additional ethical and/or philanthropic obligations. Implications are then discussed.
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  5.  13
    A Map Leading to Less Waste.David Saiia & Vananh le - 2009 - Proceedings of the International Association for Business and Society 20:302-313.
    Stakeholder salience has proven an elusive measure of critical stakeholders. Existing stakeholder theory commonly focuses on firm-centric maps. The technique employed in this paper offers a measurable and visual approach to stakeholder salience. This paper operationalizes the stakeholder salience concept using an issue focus, furthering stakeholder theory while providing an example of its application.
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  6.  12
    The DNA of Meaningful Learning in Management.David Saiia, Granger Macy & Maureen Boyd - 2006 - Proceedings of the International Association for Business and Society 17:322-327.
    This paper explores how meaningful learning in management education can occur when we keep our focus on classroom activities and strategies that fosterconceptual conflict, variation in instructional approaches, and accountability from both instructors and students for the learning process. To that end, we offer the DNA of learning metaphor. This metaphor makes explicit effective pedagogical practices and encourages instructors to take a more challenging and possibly transformative approach to their course design and classroom experiences.
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  7.  14
    Stakeholder Salience, Shifting Networks and Sustainability.David Saiia - 2005 - Proceedings of the International Association for Business and Society 16:342-346.
    The definition of sustainability is notoriously imprecise. Stakeholder salience and a better understanding of stakeholder networks can help to add clarity to sustainability in an organizational context. Case material drawn from a South American NGO will be used to demonstrate a new representation of stakeholder management information. This paper offers a tool for graphically describing and managing stakeholder relationships for sustainable development.
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  8.  5
    Reviewer Acknowledgement.Joerg Andriof, Bryan Husted, David Saiia, Barbara Altman, Michael E. Johnson, Linda Sama, Kristin Backhaus Cramer Marshall Schminke, Barbara R. Bartkus, Thomas M. Jones & Karen E. Schnietz - 2003 - Business and Society 42 (1):6.
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  9. Field Research in Sustainability.David Saiia - 2000 - Proceedings of the International Association for Business and Society 11:201-212.
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  10. Measuring "Business Exposure".David Saiia - 2000 - Proceedings of the International Association for Business and Society 11:513-525.
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