5 found
  1.  79
    The Role of Short-Termism and Uncertainty Avoidance in Organizational Inaction on Climate Change: A Multi-Level Framework.Subhabrata Bobby Banerjee, Timo Busch, Jonatan Pinkse & Natalie Slawinski - 2017 - Business and Society 56 (2):253-282.
    Despite increasing pressure to deal with climate change, firms have been slow to respond with effective action. This article presents a multi-level framework for a better understanding of why many firms are failing to reduce their absolute greenhouse gas emissions, which contribute to climate change. The concepts of short-termism and uncertainty avoidance from research in psychology, sociology, and organization theory can explain the phenomenon of organizational inaction on climate change. Antecedents related to short-termism and uncertainty avoidance reinforce one another at (...)
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  2.  22
    Reconnecting Business and Society: Perceptions of Authenticity in Corporate Social Responsibility.Daina D. Mazutis & Natalie Slawinski - 2015 - Journal of Business Ethics 131 (1):137-150.
    This article explores the relationship between corporate social responsibility and authenticity by developing a framework that explains the characteristics of CSR activities that lead to a perception by stakeholders that a firm’s CSR efforts are genuine. Drawing on the authenticity literature, we identify two core dimensions of authenticity that impact stakeholder perceptions of CSR: distinctiveness and social connectedness. Distinctiveness captures the extent to which a firm’s CSR activities are aligned with their core mission, vision and values while social connectedness refers (...)
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  3.  12
    A Time and Place for Sustainability: A Spatiotemporal Perspective on Organizational Sustainability Frame Development.Guido Palazzo, Natalie Slawinski & Daina Mazutis - 2021 - Business and Society 60 (7):1849-1890.
    In this article, we explore how sense of time and sense of place shape the development of organizational sustainability frames (OSFs). Time and place are fundamental cultural assumptions that influence the way organizations form these frames. Given that globalization and digitalization have fundamentally altered how organizations experience and value time and place, we develop a typology of OSF development and theorize how an organization’s sense of time and sense of place interact to shape the content and structure of OSFs. In (...)
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  4.  15
    The Impact of Stakeholder Management on Corporate International Diversification.Jijun Gao & Natalie Slawinski - 2015 - Business and Society Review 120 (3):409-433.
    This article explores the relationship between stakeholder management and international diversification. We differentiate between strengths and concerns in stakeholder management to demonstrate the differential effects of the two aspects of stakeholder management. Previous research on stakeholder theory often focuses on the importance of stakeholder relations, trying to build a business case of relational capital that results from strong stakeholder management. Such a relational approach, however, overlooks the process of managing stakeholders, a process that allows firms with strengths in stakeholder management (...)
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  5.  13
    Collaborating for Community Regeneration: Facilitating Partnerships in, Through, and for Place.Jennifer Brenton & Natalie Slawinski - 2023 - Journal of Business Ethics 184 (4):815-834.
    Cross-sector partnerships (CSP) are increasingly recognized as essential for addressing our world’s mounting sustainability challenges. However, place is often considered merely as a contextual backdrop for these partnerships in CSP research. In this study, we focus on the ways in which place, including the natural, built, and cultural dimensions of geographic locations, is actively leveraged to facilitate cross-sector collaboration. Employing a qualitative and engaged research approach, we helped organize and studied two workshops held in small communities on the east coast (...)
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