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  1.  82
    Stakeholder Influence Capacity and the Variability of Financial Returns to Corporate Social Responsibility.Michael L. Barnett - 2005 - Proceedings of the International Association for Business and Society 16:287-292.
    This paper argues that research on the business case for corporate social responsibility (CSR) must account for the path dependent nature of firm-stakeholderrelations, and develops the construct of stakeholder influence capacity (SIC) to fill this void. SIC helps to explain why the effects of CSR on corporate financial performance (CFP) vary across firms and across time, therein providing a missing link in the study of the business case. This paper distinguishes CSR from related and confounded corporate resource allocations and from (...)
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  2.  57
    Opportunity Platforms and Safety Nets: Corporate Citizenship and Reputational Risk.Charles J. Fombrun, Naomi A. Gardberg & Michael L. Barnett - 2000 - Business and Society Review 105 (1):85-106.
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  3.  7
    The Business Case for Corporate Social Responsibility: A Critique and an Indirect Path Forward.Michael L. Barnett - 2019 - Business and Society 58 (1):167-190.
    Do firms benefit from their voluntary efforts to alleviate the many problems confronting society? A vast literature establishing a “business case” for corporate social responsibility appears to find that usually they do. However, as argued herein, the business case literature has established only that firms usually benefit from responding to the demands of their primary stakeholders. The nature of the relationship between the interests of business and those of broader society, beyond a subset of powerful primary stakeholders, remains an open (...)
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  4.  18
    Measure Less, Succeed More: A Zen Approach to Organisational Balance and Effectiveness.Michael L. Barnett & Gloria Cahill - 2007 - Philosophy of Management 6 (1):147-162.
    Over the last decade, managers have increasingly emphasised the creation of tangible measures of intangible organisational properties. Many major corporations now include measures for intellectual capital, knowledge capital, reputational capital, and other such intangible assets on their financial ledgers. Counter to the rubric that ‘If it doesn’t get measured, it doesn’t get done,’ we argue that some intangibles are truly intangible, and attempts to apply tangible measures to them creates undue organisational stress and harms the underlying asset. Instead, managers may (...)
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  5.  9
    It Ain’T Easy Becoming Greener.Juan A. Aragon-Correa, Michael L. Barnett & Natalia Ortiz - 2018 - Proceedings of the International Association for Business and Society 29:1-14.
    Most firms have taken substantive actions to improve their environmental performance, but much more still needs to be done to mitigate serious environmental degradation that threatens the planet. What can drive firms to further improve their environmental performance? Drawing from an attention-based view of the firm, we develop two hypotheses that predict that because they disrupt established patterns of organizational attention and shift managerial focus, regulatory fines and leadership turnover lead to improvements in corporate environmental performance. We test our hypotheses (...)
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  6.  34
    What Were They Thinking? Exploring the Cognitive Underpinnings of How Stakeholders Assess Firms.Michael L. Barnett & Sunyoung Lee - 2011 - Proceedings of the International Association for Business and Society 22:459-468.
    Aggregated reputation scores and rankings have been rightly criticized for lacking a theoretical basis by which to weight the individual perceptions that form them. The resulting product can be a score or ranking that fails to represent the perceptions of many or even most stakeholders. Little attention has been paid, however, to the reverse. Rather than focus on how individual perceptions can be represented at an aggregate level, herein we focus on how an aggregated reputation can influence individual perceptions. We (...)
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  7.  19
    Using CSR to CYA.Michael L. Barnett - 2006 - Proceedings of the International Association for Business and Society 17:55-57.
    In this paper, I seek to build a theoretical framework that explains how effectively different firms can use different types of corporate social responsibility (CSR)to influence stakeholders perceptions of and reactions to different types of errors. CSR affects the errors stakeholders notice, how they frame them, how they respond to them, and how quickly any punishment wanes. Ex ante and ex post CSR decrease the likelihood that stakeholders will notice some errors, improve the framing of those errors that are noticed, (...)
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  8.  12
    Measure Less, Succeed More: A Zen Approach to Organisational Balance and Effectiveness.Michael L. Barnett & Gloria Cahill - 2007 - Philosophy of Management 6 (1):147-162.
    Over the last decade, managers have increasingly emphasised the creation of tangible measures of intangible organisational properties. Many major corporations now include measures for intellectual capital, knowledge capital, reputational capital, and other such intangible assets on their financial ledgers. Counter to the rubric that ‘If it doesn’t get measured, it doesn’t get done,’ we argue that some intangibles are truly intangible, and attempts to apply tangible measures to them creates undue organisational stress and harms the underlying asset. Instead, managers may (...)
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  9.  18
    Big & Bad? A Sociological Perspective on the Icarus Paradox.Michael L. Barnett & Bryant A. Hudson - 2006 - Proceedings of the International Association for Business and Society 17:239-241.
    One of the more interesting counter-intuitive findings in organizational research is that success breeds failure. This counter-intuitive has been described in termsof core rigidities, core incompetencies, and even the Icarus Paradox. The literature on these topics has concluded that success yields overconfidence and myopia in firms and their managers, and this eventually causes failure. We augment this literature by suggesting that success breeds not only internal pathologies that cause firms to misuse their established resources over time, but also external pathologies (...)
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  10.  6
    Sorry to Burst Your Bubble: The Influence of Reputation Rankings on Perceptions of Firms.Sohvi Leih & Michael L. Barnett - 2018 - Business and Society 57 (5):962-978.
    We measure the influence of reputation rankings on individuals’ perceptions of firms. Through experimental design, we vary whether and how participants are exposed to a reputation ranking alongside other information about a firm. We find that rankings influence perceptions when they are negative and congruent with other information about the firm. These findings help explain how a firm’s reputation can change even if its characteristics remain constant and why change in a firm’s characteristics can be slow to produce change in (...)
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  11.  10
    Using CSR to CYA: How Corporate Social Responsibility Influences Stakeholder Perceptions of Organizational Errors.Michael L. Barnett - 2006 - Proceedings of the International Association for Business and Society 17:55-57.
    In this paper, I seek to build a theoretical framework that explains how effectively different firms can use different types of corporate social responsibility to influence stakeholders perceptions of and reactions to different types of errors. CSR affects the errors stakeholders notice, how they frame them, how they respond to them, and how quickly any punishment wanes. Ex ante and ex post CSR decrease the likelihood that stakeholders will notice some errors, improve the framing of those errors that are noticed, (...)
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  12.  1
    Don't Get Stuck in the Middle.Michael L. Barnett & Robert M. Salomon - 2001 - Proceedings of the International Association for Business and Society 12:121-130.
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  13. The Association Between Primary Care Physician Compensation and Patterns of Care Delivery, 2012-2015.Adrian Garcia Mosqueira, Meredith Rosenthal & Michael L. Barnett - 2019 - Inquiry: The Journal of Health Care Organization, Provision, and Financing 56:004695801985496.
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