16 found
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  1.  49
    Toward a Theory of Stakeholder Salience in Family Firms.Ronald K. Mitchell, Bradley R. Agle, James J. Chrisman & Laura J. Spence - 2011 - Business Ethics Quarterly 21 (2):235-255.
    The notion of stakeholder salience based on attributes (e.g., power, legitimacy, urgency) is applied in the family business setting. We argue that where principal institutions intersect (i.e., family and business); managerial perceptions of stakeholder salience will be different and more complex than where institutions are based on a single dominant logic. We propose that (1) whereas utilitarian power is more likely in the general business case, normative power is more typical in family business stakeholder salience; (2) whereas in a general (...)
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  2.  6
    Special Section-Stakeholder Theory, Ethics, Corporate Social Responsibility, and Family Enterprise-Toward a Theory of Stakeholder Salience in Family Firms.Ronald K. Mitchell, Bradley R. Agle, James J. Chrisman & Laura J. Spence - 2011 - Business Ethics Quarterly 21 (2):235.
    The notion of stakeholder salience based on attributes is applied in the family business setting. We argue that where principal institutions intersect ; managerial perceptions of stakeholder salience will be different and more complex than where institutions are based on a single dominant logic. We propose that whereas utilitarian power is more likely in the general business case, normative power is more typical in family business stakeholder salience; whereas in a general business context legitimacy is socially constructed; for family stakeholders, (...)
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  3.  75
    Enabling Guanxi Management in China: A Hierarchical Stakeholder Model of Effective Guanxi.Chenting Su, Ronald K. Mitchell & M. Joseph Sirgy - 2007 - Journal of Business Ethics 71 (3):301-319.
    Guanxi (literally interpersonal connections) is in essence a network of resource coalition-based stakeholders sharing resources for survival, and it plays a key role in achieving business success in China. However, the salience of guanxi stakeholders varies: not all guanxi relationships are necessary, and among the necessary guanxi participants, not all are equally important. A hierarchical stakeholder model of guanxi is developed drawing upon Mitchell et al.’s (1997) stakeholder salience theory and Anderson’s (1982) constituency theory. As an application of instrumental stakeholder (...)
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  4. Introduction: Recent Research and New Questions.Bradley R. Agle & Ronald K. Mitchell - 2008 - Business Ethics Quarterly 18 (2):153-159.
     
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  5.  53
    Entrepreneurship and Stakeholder Theory.Ronald K. Mitchell - 2002 - The Ruffin Series of the Society for Business Ethics 2002:175-195.
    In his Ruffin Lecture on stakeholder value and the entrepreneurial process, Professor S. Venkataraman asserted that two processes: value creation, and value sharing, are common ground for both the field of business ethics and the field of entrepreneurship (Venkataraman, 1999). In this article I further explore the connections between entrepreneurship and stakeholder theory raised in the Lecture, as they relate to both the production and the distribution of wealth in society. Through the application of transaction cognition theory, which suggests that (...)
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  6.  11
    Entrepreneurship and Stakeholder Theory: Comment On Ruffin Lecture #2—Delivered by Professor S. Venkataraman.Ronald K. Mitchell - 2002 - The Ruffin Series of the Society for Business Ethics 3:175-195.
    In his Ruffin Lecture on stakeholder value and the entrepreneurial process, Professor S. Venkataraman asserted that two processes: value creation, and value sharing, are common ground for both the field of business ethics and the field of entrepreneurship . In this article I further explore the connections between entrepreneurship and stakeholder theory raised in the Lecture, as they relate to both the production and the distribution of wealth in society. Through the application of transaction cognition theory, which suggests that a (...)
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  7.  46
    Evolutionary Biology Research, Entrepreneurship, and the Morality of Security-Seeking Behavior in an Imperfect Economy.Ronald K. Mitchell - 2004 - The Ruffin Series of the Society for Business Ethics 2004:263-287.
    This article investigates whether there is an underlying morality in the ways that human beings seek to obtain economic security within our imperfect economy, which can be illuminated through evolutionary biology research. Two research questions are the focus of the analysis: (1) What is the transaction cognitive machinery that is specialized for the entrepreneurial task of exchange-based security-seeking? and, (2) What are the moral implications of the acquisition and use of such transaction cognitions?Evolutionary biology research suggests within concepts that are (...)
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  8.  24
    Towards Refining the Concept of Corporate Citizenship.Jae Hwan Lee & Ronald K. Mitchell - 2011 - Proceedings of the International Association for Business and Society 22:265-273.
    In this paper, we attempt to refine the concept of corporate citizenship. Traditionally, research on corporate citizenship has paid greater attention to corporateduties, leaving corporate rights relatively unattended in the corporate citizenship literature. However, some scholars have recently explored corporate citizenship as the corporation’s implementation of both of its respected rights and duties. Others have conceptualized the corporate citizenship concept with a specific focus on the corporation’s expansion of its new duties and rights. Integrating existing conceptualizations of corporate citizenship, we (...)
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  9.  20
    Max Clarkson, Architect.Ronald K. Mitchell - forthcoming - Business and Society.
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  10.  9
    Competition and Morality.James D. Carlson, Adam D. Bailey & Ronald K. Mitchell - 2013 - Proceedings of the International Association for Business and Society 24:2-5.
    We review an argument that proposes two moralities—“everyday” moral norms and “adversarial” moral norms—are required for business contexts. We take issue with an implication of this idea, namely that competitive actions do not need to be in accord with “everyday” moral norms. After showing that the argument for two moralities in business does not succeed, we propose a distinction between two types of competitive actions: principled, those actions which comport with every day morality, and merely self-interested, those actions that do (...)
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  11.  13
    “Stakeholder Work” and Stakeholder Research.Jae Hwan Lee & Ronald K. Mitchell - 2013 - Proceedings of the International Association for Business and Society 24:208-213.
    As important stakeholder research streams have built their own silos over time, it has become increasingly difficult to visualize a full picture of stakeholder management. To begin to address this gap, we synthesize five distinct stakeholder research streams, which include stakeholder identification, stakeholder understanding, stakeholder awareness, stakeholder prioritization, and stakeholder action. We juxtapose each of these five stakeholder research streams with Scott’s framework consisting of participants, socials structure, environment, technology, and goals of an organization, respectively. What emerges from this analysis (...)
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  12.  15
    The Vulnerability and Strength Duality in Ethnic Business: A Model of Stakeholder Salience and Social Capital.Alejandra Marin, Ronald K. Mitchell & Jae Hwan Lee - 2015 - Journal of Business Ethics 130 (2):271-289.
  13.  6
    Stakeholder Theory and Liabilities of Newness in New Ventures.Ronald K. Mitchell - 1994 - Proceedings of the International Association for Business and Society 5:677-688.
  14.  7
    Competition and Morality.James D. Carlson, Adam D. Bailey & Ronald K. Mitchell - 2013 - Proceedings of the International Association for Business and Society 24:2-5.
    We review an argument that proposes two moralities—“everyday” moral norms and “adversarial” moral norms—are required for business contexts. We take issue with an implication of this idea, namely that competitive actions do not need to be in accord with “everyday” moral norms. After showing that the argument for two moralities in business does not succeed, we propose a distinction between two types of competitive actions: principled, those actions which comport with every day morality, and merely self-interested, those actions that do (...)
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  15.  5
    Where Efficiency Fails.Ronald K. Mitchell - 1993 - Proceedings of the International Association for Business and Society 4:597-608.
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  16.  3
    From Hierarchy to Market.Ronald K. Mitchell - 1992 - Proceedings of the International Association for Business and Society 3:463-481.
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