7 found
  1.  92
    Non-Governmental Organizations, Shareholder Activism, and Socially Responsible Investments: Ethical, Strategic, and Governance Implications. [REVIEW]Terrence Guay, Jonathan P. Doh & Graham Sinclair - 2004 - Journal of Business Ethics 52 (1):125-139.
    In this article, we document the growing influence of non-governmental organizations (NGOs) in the realm of socially responsible investing (SRI). Drawing from ethical and economic perspectives on stakeholder management and agency theory, we develop a framework to understand how and when NGOs will be most influential in shaping the ethical and social responsibility orientations of business using the emergence of SRI as the primary influencing vehicle. We find that NGOs have opportunities to influence corporate conduct via direct, indirect, and interactive (...)
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  2.  27
    Stakeholder Pressures as Determinants of CSR Strategic Choice: Why Do Firms Choose Symbolic Versus Substantive Self-Regulatory Codes of Conduct? [REVIEW]Luis A. Perez-Batres, Jonathan P. Doh, Van V. Miller & Michael J. Pisani - 2012 - Journal of Business Ethics 110 (2):157-172.
    To encourage corporations to contribute positively to the environment in which they operate, voluntary self-regulatory codes (SRC) have been enacted and refined over the past 15 years. Two of the most prominent are the United Nations Global Compact and the Global Reporting Initiative. In this paper, we explore the impact of different stakeholders' pressures on the selection of strategic choices to join SRCs. Our results show that corporations react differently to different sets of stakeholder pressures and that the SRC selection (...)
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  3.  10
    Pivoting the Role of Government in the Business and Society Interface: A Stakeholder Perspective.Nicolas M. Dahan, Jonathan P. Doh & Jonathan D. Raelin - 2015 - Journal of Business Ethics 131 (3):665-680.
  4.  11
    Responsible Leadership Helps Retain Talent in India.Jonathan P. Doh, Stephen A. Stumpf & Walter G. Tymon - 2011 - Journal of Business Ethics 98 (S1):85-100.
    The role of responsible leadership—for each leader and as part of a leader’s collective actions—is essential to global competitive success (Doh and Stumpf, Handbook on responsible leadership and governance in global business, 2005 ; Maak and Pless, Responsible leadership, 2006a . Failures in leadership have stimulated interest in understanding “responsible leadership” by researchers and practitioners. Research on responsible leadership draws on stakeholder theory, with employees viewed as a primary stakeholder for the responsible organization (Donaldson and Preston, Acad Manag Rev 20(1):65–91, (...)
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  5.  25
    Evaluating the Impact of NGO Activism of Corporate Social Responsibility.Jonathan P. Doh & Terrence R. Guay - 2007 - Proceedings of the International Association for Business and Society 18:126-131.
    We argue that differences in the institutional setting of Europe and the US is the critical factor in understanding policymaking in Europe and the United States, and particularly the influence of nongovernmental organizations (NGOs). To test this relationship between institutional differences, corporate social responsibility (CSR), and NGO activism, we investigate 12 cases involving US and European companies in each of three industries. We conclude that different institutional structures and political legacies in the US and Europe are important factors in explaining (...)
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  6.  13
    Regional Market Integration and Decentralization in Europe and North America Implications for Business-Government Relations and Corporate Public Affairs.Jonathan P. Doh - 1999 - Business and Society 38 (4):474-507.
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  7.  7
    Private Investment, Entrepreneurial Entry, and Partner Collaboration in Emerging Markets Telecommunications The Impact of Country, Industry, and Firm-Level Factors.Jonathan P. Doh - 2002 - Business and Society 41 (3):345-352.
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