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  1.  27
    Taking Aim at Business.Jamie R. Hendry - 2006 - Business and Society 45 (1):47-86.
    Although business and society scholars have sought to demonstrate that corporate social performance (CSP) leads to corporate financial performance (CFP), a complete model of the pathway from CSP to CFP has not been substantiated. One suggestion is that certain indicators of CSP are noticed by stakeholders, who then act in ways that ultimately affect the firm's CFP. The present study focused on the first step in this path: identifying the factors that initially lead a stakeholder group to target a particular (...)
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  2.  80
    Stakeholder Influence Strategies: An Empirical Exploration.Jamie R. Hendry - 2005 - Journal of Business Ethics 61 (1):79-99.
    In the present study, I sought to more fully understand stakeholder organizations’ strategies for influencing business firms. I conducted interviews with 28 representatives of four environmental non-governmental organizations (ENGOs): Natural Resources Defense Council (NRDC), Greenpeace, Environmental Defense (ED), and Union of Concerned Scientists (UCS). Qualitative methods were used to analyze this data, and additional data in the form of reviews of websites and other documents was conducted when provided by interviewees or needed to more fully comprehend interviewee’s comments. Six propositions (...)
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  3.  39
    An Organizational Field Approach to Corporate Rationality: The Role of Stakeholder Activism.Lenahan L. O’Connell, Carroll U. Stephens, Michael Betz, Jon M. Shepard & Jamie R. Hendry - 2005 - Business Ethics Quarterly 15 (1):93-111.
    Abstract:This paper contends that rationality is more properly evaluated as a property of an organization’s relationships with its stakeholders than of the organization itself. We predicate our approach on the observation that stakeholders can hold goals quite distinct from those of owners and top managers, and these too can be rationally pursued. We build upon stakeholder theory and Weber’s classic distinction betweenwertrationalitatandzweckrationalitat, adding to them the “new institutionalist” concept of the organization field (1983, 1991). Stakeholders employ a variety of direct (...)
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  4.  31
    An Organizational Field Approach to Corporate Rationality: The Role of Stakeholder Activism.Jamie R. Hendry - 2005 - Business Ethics Quarterly 15 (1):93-111.
    Abstract:This paper contends that rationality is more properly evaluated as a property of an organization’s relationships with its stakeholders than of the organization itself. We predicate our approach on the observation that stakeholders can hold goals quite distinct from those of owners and top managers, and these too can be rationally pursued. We build upon stakeholder theory and Weber’s classic distinction betweenwertrationalitatandzweckrationalitat, adding to them the “new institutionalist” concept of the organization field (1983, 1991). Stakeholders employ a variety of direct (...)
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  5.  15
    Environmental NGOs and Business A Grounded Theory of Assessment, Targeting, and Influencing.Jamie R. Hendry - 2003 - Business and Society 42 (2):267-276.
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  6.  24
    About These Proceedings.Jamie R. Hendry - 2010 - Proceedings of the International Association for Business and Society 21:6-6.
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  7.  11
    Conference Chair Remarks.Jamie R. Hendry - 2009 - Proceedings of the International Association for Business and Society 20:2-4.
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  8.  19
    An Interactive Workshop on the Assessment of Ethics Learning.Steve Payne, James Weber & Jamie R. Hendry - 2005 - Proceedings of the International Association for Business and Society 16:376-378.
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  9.  30
    PBL in Management Classes.Craig V. VanSandt & Jamie R. Hendry - 2010 - Proceedings of the International Association for Business and Society 21:253-263.
    This paper explores common elements of problem-based learning (PBL) and some of its benefits in management classes. We then argue that PBL is a pedagogy more suited to the learning environment that our students will face in the workplace, and should therefore be more widely utilized in management education. We conclude by providing a brief description of a class in which PBL is employed as the primary instructional method.
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  10.  19
    Case Studies in Business Ethics, 6th Edition. [REVIEW]Jamie R. Hendry - 2010 - Journal of Business Ethics Education 7:257-259.
  11.  6
    Case Studies in Business Ethics, 6th Edition. [REVIEW]Jamie R. Hendry - 2010 - Journal of Business Ethics Education 7:257-259.