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  1.  11
    Building the Theoretical Puzzle of Employees’ Reactions to Corporate Social Responsibility: An Integrative Conceptual Framework and Research Agenda.Kenneth De Roeck & François Maon - 2018 - Journal of Business Ethics 149 (3):609-625.
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  2.  92
    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.  8
    Building the Theoretical Puzzle of Employees’ Reactions to Corporate Social Responsibility: An Integrative Conceptual Framework and Research Agenda.François Maon & Kenneth Roeck - 2018 - Journal of Business Ethics 149 (3):609-625.
    Research on employees’ responses to corporate social responsibility has recently accelerated and begun appearing in top-tier academic journals. However, existing findings are still largely fragmented, and this stream of research lacks theoretical consolidation. This article integrates the diffuse and multi-disciplinary literature on CSR micro-level influences in a theoretically driven conceptual framework that contributes to explain and predict when, why, and how employees might react to CSR activity in a way that influences organizations’ economic and social performance. Drawing on social identity (...)
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  4.  62
    Introduction: Corporate Social Responsibility Implementation.Adam Lindgreen, Valérie Swaen & François Maon - 2009 - Journal of Business Ethics 85 (S2):251 - 256.
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  5.  34
    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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  6.  5
    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.  20
    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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  8.  13
    Corporate Social Responsibility in Colombia: Making Sense of Social Strategies.Adam Lindgreen, José-Rodrigo Córdoba, François Maon & José María Mendoza - 2010 - Journal of Business Ethics 91 (S2):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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  9.  14
    One Vision, Different Paths: An Investigation of Corporate Social Responsibility Initiatives in Europe.François Maon, Valérie Swaen & Adam Lindgreen - 2017 - Journal of Business Ethics 143 (2):405-422.
    This comparative study explores 499 corporate social responsibility initiatives implemented by 178 corporations in five distinct, institutionally consistent European clusters. This study provides an empirically grounded response to calls to develop comprehensive, nuanced pictures of CSR in the composite European business environment. In so doing, the article stresses three distinct, non-exclusive approaches that characterize the embedding of CSR considerations in corporations’ strategies across Europe and the CSR challenges for corporations operating in different socio-political contexts. Furthermore, the study reaffirms the CSR (...)
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  10.  8
    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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