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  1.  38
    Communicating Corporate Responsibility to Investors: The Changing Role of the Investor Relations Function. [REVIEW]Kai Hockerts & Lance Moir - 2004 - Journal of Business Ethics 52 (1):85-98.
    Based on an inductive study we analyse the role of the investor relations (IR) function in the light of rising investor concern about corporate social responsibility (CSR). The study draws on interviews with IR professionals in twenty firms. It highlights their awareness of CSR issues as well as their assessment of concern among mainstream investors and socially responsible investors (SRIs). From these findings we develop suggestions on how the IR function is moving from a mere “broadcasting” mode regarding CSR issues (...)
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  2.  55
    Does Corporate Philanthropy Exist?: Business Giving to the Arts in the U.K.Lance Moir & Richard Taffler - 2004 - Journal of Business Ethics 54 (2):149-161.
    This paper addresses the question of the existence of corporate philanthropy. It proposes a framework for analysing corporate philanthropy along the dimensions of business/society interest and primary/secondary stakeholder focus. The framework is then applied in order to understand business involvement with the arts in the U.K. A unique dataset of 60 texts which describe different firms' involvement with the Arts is analysed using formal content analysis to uncover the motivations for business involvement. Cluster analysis is then used in order to (...)
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  3.  43
    Does 'Best Practice' in Setting Executive Pay in the UK Encourage 'Good' Behaviour?Ruth Bender & Lance Moir - 2006 - Journal of Business Ethics 67 (1):75 - 91.
    We examine how UK listed companies set executive pay, reviewing the implications of following best practice in corporate governance and examining how this can conflict with what shareholders and other stakeholders might perceive as good behaviour. We do this by considering current governance regulation in the light of interviews with protagonists in the debate, setting out the dilemmas faced by remuneration-setters, and showing how the processes they follow can lead to ethical conflicts.Current ‘best’ practice governing executive pay includes the use (...)
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  4.  1
    Does ‘Best Practice’ in Setting Executive Pay in the UK Encourage ‘Good’ Behaviour?Ruth Bender & Lance Moir - 2006 - Journal of Business Ethics 67 (1):75-91.
    We examine how UK listed companies set executive pay, reviewing the implications of following best practice in corporate governance and examining how this can conflict with what shareholders and other stakeholders might perceive as good behaviour. We do this by considering current governance regulation in the light of interviews with protagonists in the debate, setting out the dilemmas faced by remuneration-setters, and showing how the processes they follow can lead to ethical conflicts. Current 'best' practice governing executive pay includes the (...)
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  5.  13
    Why Do Companies Make Philanthropic Donations?Stephen Brammer & Lance Moir - 2005 - Proceedings of the International Association for Business and Society 16:75-80.
    This paper analyses the areas of philanthropic expenditure prioritized by a sample of 164 large UK companies within a model that draws on economics and stakeholder theory. Broadly, our evidence suggests that firms make systematic choices over the alternative destinations of their philanthropic donations in ways that are rationalisable by reference to the particular strategic benefits that are associated with their business environments. Specifically, we identify statistically significant preferences for medical research among hitechnology companies, environmental causes among firms active in (...)
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  6.  12
    What Are the Key Factors That Affect the Design of Corporate Responsibility Performance Measurement Systems?David Ferguson & Lance Moir - 2007 - Proceedings of the International Association for Business and Society 18:138-143.
    This paper presents findings from a literature review exploring the operationalisation issues for corporate responsibility performance and corporate responsibility performance measurement systems (CR-PMS). It concludes with a synthesis for the key comparative aspects of a CR-PMS and a traditional PMS in terms of the metric and systems perspective. In light of the sparse academic literature on the specific topic, this paper proposes a new categorical tool, the Ten Factor Framework for the design of CR-PMS, which has both academic and practitioner (...)
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