12 found
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  1.  13
    Voluntary Governance Mechanisms in Global Supply Chains: Beyond CSR to a Stakeholder Utility Perspective.Vivek Soundararajan & Jill A. Brown - 2016 - Journal of Business Ethics 134 (1):83-102.
    Poor working conditions remain a serious problem in supplier facilities in developing countries. While previous research has explored this from the developed buyers’ side, we examine this phenomenon from the perspective of developing countries’ suppliers and subcontractors. Utilizing qualitative data from a major knitwear exporting cluster in India and a stakeholder management lens, we develop a framework that shows how the assumptions of conventional, buyer-driven voluntary governance break down in the dilution of buyer power and in the web of factors (...)
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  2.  11
    Can Multi-Stakeholder Initiatives Improve Global Supply Chains? Improving Deliberative Capacity with a Stakeholder Orientation.Vivek Soundararajan, Jill A. Brown & Andrew C. Wicks - 2019 - Business Ethics Quarterly 29 (3):385-412.
    ABSTRACT:Global multi-stakeholder initiatives are important instruments that have the potential to improve the social and environmental sustainability of global supply chains. However, they often fail to comprehensively address the needs and interests of various supply-chain participants. While voluntary in nature, MSIs have most often been implemented through coercive approaches, resulting in friction among their participants and in systemic problems with decoupling. Additionally, in those cases in which deliberation was constrained between and amongst participants, collaborative approaches have often failed to materialize. (...)
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  3.  96
    CSR and Stakeholder Theory: A Tale of Adam Smith. [REVIEW]Jill A. Brown & William R. Forster - 2013 - Journal of Business Ethics 112 (2):301-312.
    This article leverages insights from the body of Adam Smith’s work, including two lesser-known manuscripts—the Theory of Moral Sentiments and Lectures in Jurisprudence —to help answer the question as to how companies should morally prioritize corporate social responsibility (CSR) initiatives and stakeholder claims. Smith makes philosophical distinctions between justice and beneficence and perfect and imperfect rights, and we leverage those distinctions to speak to contemporary CSR and stakeholder management theories. We address the often-neglected question as to how far a company (...)
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  4.  18
    Employees as Conduits for Effective Stakeholder Engagement: An Example From B Corporations.Anne-Laure P. Winkler, Jill A. Brown & David L. Finegold - 2018 - Journal of Business Ethics 160 (4):913-936.
    Is there a link between how a firm manages its internal and external stakeholders? More specifically, are firms that give employees stock ownership and more say in running the enterprise more likely to engage with external stakeholders? This study seeks to answer these questions by elaborating on mechanisms that link employees to external stakeholders, such as the community, suppliers, and the environment. It tests these relationships using a sample of 347 private, mostly small-to-medium size firms, which completed a stakeholder impact (...)
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  5.  18
    Moral Salience and the Role of Goodwill in Firm-Stakeholder Trust Repair.Jill A. Brown, Ann K. Buchholtz & Paul Dunn - 2016 - Business Ethics Quarterly 26 (2):181-199.
  6.  16
    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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  7.  16
    Corporate Philanthropy Research.Ann K. Buchholtz & Jill A. Brown - 2006 - Proceedings of the International Association for Business and Society 17:70-71.
    Individual studies have contributed to our knowledge of corporate philanthropy, but to date they remain fragmented. We proposed to extricate the conceptual and empirical work in corporate social responsibility from the conceptual and empirical work on corporate philanthropy, limiting our review to works that specifically refer to corporate philanthropy, as well as works that are labeled as corporate social responsibility but actually operationalize it as philanthropy. We will present an integrative model of corporate philanthropy research that draws on research from (...)
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  8.  1
    Something Old, Something New: Continuity and Change at Business & Society.Andrew Spicer, Kathleen Rehbein, Colin Higgins, Frank G. A. de Bakker, Jill A. Brown & Hari Bapuji - 2020 - Business and Society 59 (5):791-798.
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  9.  8
    Board Socio-Cognitive Decision-Making and Task Performance Under Heightened Expectations of Accountability.Andrew J. Ward, Marcus M. Butts, Ann Buchholtz & Jill A. Brown - 2019 - Business and Society 58 (3):574-611.
    This study examines how heightened expectations of board responsibility and accountability affect the socio-cognitive decision-making of boards and their collective task performance. Using data from the directors of 60 boards who served before and after the enactment of Sarbanes–Oxley, this study provides insight into the potential negative impact that this tightened accountability environment can have on a board’s task performance. Examining several socio-cognitive elements of board decision-making, board authority is found to have a positive main effect on board task performance, (...)
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  10.  17
    Scapegoating Under Scrutiny.Jill A. Brown, Ann C. Buchholtz & Andrew Ward - 2008 - Proceedings of the International Association for Business and Society 19:383-394.
    This paper develops and tests a model of fingerpointing behaviors that board members experience because of regulatory reforms. We present the partial results of a large study of 138 board members on 54 publicly traded boards in the United States. We found that recent governance reforms that mandate increased accountability of board members are associated with less board cohesion and thatlower board cohesion is associated with fingerpointing behaviors. These findings suggest that the stages of institutionalization following regulatory shock falter when (...)
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  11.  13
    The Chlorine Spill of 2005 Case Study.Jill A. Brown & Ann K. Buchholtz - 2007 - Proceedings of the International Association for Business and Society 18:495-496.
    This case study reviews a train crash that occurred in January 2005 when a Norfolk Southern freight train struck a parked train on the tracks near Graniteville, South Carolina. At issue is the safe transportation of hazardous materials, the assignment of responsibility, the stakeholder management of participants and the outcome to Avondale Mills, a local textile company that ended up closing its doors after the spill.
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  12. Business and Society Research in Times of the Corona Crisis.Andrew Spicer, Kathleen Rehbein, Colin Higgins, Jill A. Brown, Frank G. A. de Bakker & Hari Bapuji - 2020 - Business and Society 59 (6):1067-1078.
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