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Shawn L. Berman [13]Shawn Berman [9]
  1.  39
    Measurement of Corporate Social Action Discovering Taxonomy in the Kinder Lydenburg Domini Ratings Data.James E. Mattingly & Shawn L. Berman - 2006 - Business and Society 45 (1):20-46.
  2.  4
    A Brand New Brand of Corporate Social Performance.Tim Rowley & Shawn Berman - 2000 - Business and Society 39 (4):397-418.
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  3.  14
    The Effects of Context on Trust in Firm-Stakeholder Relationships.Andrew C. Wicks & Shawn L. Berman - 2004 - Business Ethics Quarterly 14 (1):141-160.
    Recent work on the subject speaks to the importance trust has for firm performance (e.g., Hagen and Choe, 1999; Hill, 1995). Yetlittle work has been done to show how context affects the ability of firms to create trust in relationships with key stakeholders. This paperlooks at how the institutional environment may affect the performance of different strategies for managing firm-stakeholder relationships, and in turn, how this affects firm performance. The authors put forward propositions that build on these theoretical insights and (...)
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  4.  5
    Corporate Social Performance and Economic Cycles.Jeffrey S. Harrison & Shawn L. Berman - 2016 - Journal of Business Ethics 138 (2):279-294.
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  5. 2006 Reviewer Acknowledgement.Bindu Arya, Ruth Aguilera, Ken Aupperle, Kristin Backhaus, Deborah Balser, Tina Bansla, Barbara Bartkus, Melissa Baucus, Shawn Berman & Stephanie Bertels - 2007 - Business and Society 46 (1):4-6.
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  6.  26
    Ethics and Incentives: An Evaluation and Development of Stakeholder Theory in the Health Care Industry.Heather Elms, Shawn Berman & Andrew C. Wicks - 2002 - Business Ethics Quarterly 12 (4):413-432.
    Abstract: This paper utilizes a qualitative case study of the health care industry and a recent legal case to demonstrate that stakeholder theory’s focus on ethics, without recognition of the effects of incentives, severely limits the theory’s ability to provide managerial direction and explain managerial behavior. While ethics provide a basis for stakeholder prioritization, incentives influence whether managerial action is consistent with that prioritization. Our health care examples highlight this and other limitations of stakeholder theory and demonstrate the explanatory and (...)
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  7.  21
    A Dynamic Model of Stakeholder Management.Michael E. Johnson-Cramer & Shawn Berman - 2005 - Proceedings of the International Association for Business and Society 16:320-325.
    Existing descriptions of stakeholder management have primarily been static and one-dimensional. In this paper, we offer a multidimensional perspective and outline four main profiles of stakeholder management. We then explain how and why companies change their stakeholder management approach over time.
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  8.  9
    Introduction.Shawn L. Berman - 2004 - Business Ethics Quarterly 14 (4):597-601.
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  9.  2
    Assessing the Effect of Government Surveillance on Firm Supererogation: The Case of the U.S. Automobile Industry.David E. Cavazos, Matthew Rutherford & Shawn L. Berman - 2018 - Business Ethics: A European Review 27 (2):156-163.
    This study builds on prior research investigating the antecedents of firm supererogation. Examining vehicle recalls in the U.S. automobile industry from 1966 to 2010 reveals that surveillance-based government enforcement programs can have widespread industry effects on a specific type of supererogatory action, firm volunteerism. Specifically, increases in government surveillance are associated with firms going beyond what is legally required of them by initiating voluntary product recalls for defects not covered in existing government regulation. Such effects are shown to be unique (...)
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  10. Special Issue on" The Accountable Corporation": Guest Editors' Introduction.Shawn L. Berman & Robert A. Phillips - forthcoming - Business and Professional Ethics Journal.
     
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  11.  6
    Business in Society at the Crossroad.Sandra Waddock, Shawn Berman, Jerry M. Calton, Dawn R. Elm, Colin Higgins & David Wasieleski - 2016 - Proceedings of the International Association for Business and Society 27:245-255.
    This workshop reflected on the current state of the Business and Society field and explored viable future directions for research in its related disciplines. The premise was that the field has reached a crossroads in its development, in accordance with the conference theme. To move forward, academic stakeholders should reassess the field’s identity and purpose to continue contributing meaningful work. The field could reframe itself as “Business in Society” to reflect the fact that organizations operate within a social and ecological (...)
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  12.  8
    Introduction to the Special Section on Accountability.Shawn L. Berman - 2007 - Business Ethics Quarterly 17 (3):449-452.
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  13.  9
    Towards an Organizational View of Genuine Compassion.Michelle Westermann-Behaylo, Harry J. van Buren Iii & Shawn L. Berman - 2011 - Proceedings of the International Association for Business and Society 22:111-122.
    Recent scholarship has suggested that compassion can occur at the organizational level. The definition of “organizational compassion” is particularly problematic because organizations have multiple reasons for engaging in actions that then have effects on various stakeholders. A number of questions regarding organizational compassion thus merit theoretical attention: Are all organizations capable of demonstrating caring and compassion? What factors enable or constrain organizational compassion? In a move toward a more complete understanding of compassion at the organizational level, a continuum of organizational (...)
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  14.  3
    2005 Reviewer Acknowledgment.Bindu Arya, Ken Aupperle, Kristin Backhaus, Deborah Balser, Barbara Bartkus, Melissa Baucus, Shawn Berman, Stephanie Bertels, Janice Black & Leeora Black - 2006 - Business and Society 45 (1):5-6.
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  15. Reviewer Acknowledgement.Bradley Agle, Christopher Allen, Jorg Andriof, Barbara Altman, Melissa Baucus, Shawn Berman, Jean Boddewyn, Brad Brown, Ann Buchholtz & Jerry Calton - 2002 - Business and Society 41 (1):5.
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  16. Guest Editors’ Introduction.Shawn Berman & Robert Phillips - 2005 - Business and Professional Ethics Journal 24 (4):3-6.
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  17. Introduction: Special Issue:" Business Ethics in a Global Economy": Hosted by the Santa Clara University Markkula Center for Applied Ethics.Martin Calkins & Shawn L. Berman - 2004 - Business Ethics Quarterly 14 (4).
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