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  1. A Complexity Theory Framework of Issue Movement.James R. Barker & Cedric E. Dawkins - 2020 - Business and Society 59 (6):1110-1150.
    This research draws on complexity theory to provide an alternative conceptualization of issue management. We use six dynamics of complexity drawn from complex adaptive systems—equipoise, turbulence, sensitive conditions, bifurcation, attractor emergence, and symmetry breaking—to develop a metaphorical framework that describes what occurs during various periods of issue activity and what propels issues from one period of activity to another. We illustrate the framework with a case study of the pharmaceutical industry response to the HIV/aids pandemic in Sub-Saharan Africa. The article (...)
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  • Corporate Social Performance and Financial Performance: Sample-Selection Issues.Mark P. Sharfman & Ali M. Shahzad - 2017 - Business and Society 56 (6):889-918.
    The vast majority of extant empirical research examining the relationship between corporate social performance and financial performance selects samples of only those firms which are observed engaging in CSP. In this study, the authors assert that firms’ efforts to pursue CSP and subsequently their appearance in social-choice investment advisory firms’ ranking databases are non-random. Studying the CSP–FP link using selected samples of only those firms whose social performance is ranked by SIA firms introduces a sample-selection bias which limits generalization of (...)
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  • Enabling Institutional Investors’ Collective Action.Andreas Rasche - 2013 - Business and Society 52 (1):64-104.
    This article analyzes the process of organizing collective action by studying the role of the organizational platform provided by the United Nations–backed Principles for Responsible Investment (PRI) initiative in supporting institutional investors’ collaborative engagement with corporations on environmental, social, and governance issues. The authors combine stakeholder and collective action theory to explain how institutional investors influence corporations through collective engagement. A unique access to data from the PRI secretariat on two cases of collaborative campaigns allows evaluation of our framework. The (...)
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  • Engaging Ethically: A Discourse Ethics Perspective on Social Shareholder Engagement.Jennifer Goodman & Daniel Arenas - 2015 - Business Ethics Quarterly 25 (2):163-189.
    ABSTRACT:The primacy of shareholder demands in the traditional theory of the firm has typically excluded marginalised stakeholder voices. However, shareholders involved in social shareholder engagement (SSE) purport to bring these voices into corporate decision-making. In response to ethical concerns about the legitimacy of SSE, we use the lens of discourse ethics to provide a normative analysis at both action and constitutional levels. By specifying three normative questions, we extend the analysis of SSE to identify a political role for shareholders in (...)
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  • It’s a Matter of Principle: The Role of Personal Values in Investment Decisions.William R. Pasewark & Mark E. Riley - 2010 - Journal of Business Ethics 93 (2):237-253.
    We investigate the role of personal values in an investment decision in a controlled experimental setting. Participants were asked to choose an investment in a bond issued by a tobacco company or a bond issued by a non-tobacco company that offered an equal or sometimes lower yield. We then surveyed the participants regarding their feelings toward tobacco use to determine whether these values influenced their investment decision. Using factor analysis, we identified investment- and tobacco-related dimensions on which participants’ responses tended (...)
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  • Influencing Climate Change Policy.Cynthia Clark & Elise Crawford - 2012 - Business and Society 51 (1):148-175.
    Firms face a great deal of pressure to engage in the heightened debate about climate change policies and practices. Building on the corporate political strategy literature, the authors evaluate how firms choose to influence those policies when faced with pressure from shareholders and activists. The authors triangulate firms’ choice of corporate political activity (CPA) with their environmental performance to draw out whether performance affects the firm’s choice of engagement level in CPA. The authors find that firms in the S&P 500 (...)
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  • Enabling Institutional Investors’ Collective Action.Jean-Pascal Gond & Valeria Piani - 2013 - Business and Society 52 (1):64-104.
    This article analyzes the process of organizing collective action by studying the role of the organizational platform provided by the United Nations–backed Principles for Responsible Investment (PRI) initiative in supporting institutional investors’ collaborative engagement with corporations on environmental, social, and governance issues. The authors combine stakeholder and collective action theory to explain how institutional investors influence corporations through collective engagement. A unique access to data from the PRI secretariat on two cases of collaborative campaigns allows evaluation of our framework. The (...)
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  • Corporate Charitable Contributions: A Corporate Social Performance or Legitimacy Strategy?Jennifer C. Chen, Dennis M. Patten & Robin W. Roberts - 2008 - Journal of Business Ethics 82 (1):131-144.
    This study examines the relation between firms' corporate philanthropic giving and their performance in three other social domains - employee relations, environmental issues, and product safety. Based on a sample of 384 U.S. companies and using data pooled from 1998 through 2000, we find that worse performers in the other social areas are both more likely to make charitable contributions and that the extent of their giving is larger than for better performers. Analyses of each separate area of social performance, (...)
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  • Corporate Social Responsibility and Its Impact on Firms' Investment Policy, Organizational Structure, and Performance.Otgontsetseg Erhemjamts, Qian Li & Anand Venkateswaran - 2013 - Journal of Business Ethics 118 (2):395-412.
    This study examines the determinants of corporate social responsibility (CSR) and its implications on firms’ investment policy, organizational strategy, and performance. First, we find that firms with better performance, higher R&D intensity, better financial health, and firms in new economy industries are more likely to engage in CSR activities, while riskier firms are less likely to do so. We also find U-shaped relation between firm size and CSR, indicating that either very small or very large firms exhibit high levels of (...)
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  • Advisory Governance Policy, Shareholder Voice, and Board Responsiveness: The Case of Majority Vote in Director Elections.Latifa A. Albader, Jonathan Bundy & Christine Shropshire - 2023 - Business and Society 62 (2):285-321.
    This study investigates how adoption of advisory governance policy encourages firms to become more responsive to their shareholders over time. Although shareholder activism is costly and often viewed as unable to drive meaningful change, we identify increasing shareholder voice as an underlying mechanism to explain how advisory policy adoption ultimately reshapes board–shareholder relations. Drawing on signaling theory and behavioral views of board–shareholder dynamics, we test our predictions following the broad shift in corporate board voting policies from plurality to majority vote (...)
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  • Inducing Corporate Social Responsibility: Should Investors Reward the Responsible or Punish the Irresponsible?Tyson B. Mackey, Alison Mackey, Lisa Jones Christensen & Jason J. Lepore - 2020 - Journal of Business Ethics 175 (1):59-73.
    Investors with a pro-social or sustainability agenda increasingly attempt to influence firm managers to adopt socially responsible behavior, either through positive/reward tactics or negative/punishment tactics. This paper considers how investors can use each approach to differentially influence managers to make more CSR investments. The paper uses game theory with an all-pay contest structure to model how a large institutional investor could reward firms for CSR activities by creating a socially responsible investment fund (reward contest) or punish firms via shareholder activism (...)
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  • Who Do They Think They Are? Identity as an Antecedent of Social Activism by Institutional Shareholders.Katarina Sikavica, Elise Perrault & Rehbein Kathleen - 2018 - Business and Society 59 (6):1228-1268.
    Shareholder activists increasingly pressure corporations on social policy issues; yet, extant research provides little understanding of who these activists are and how they choose their corporate targets. In this article, we adopt an activist-centered approach and rely on hybrid organizational identity theory to determine, in a two-phase analysis, how shareholder activists define their economic and social identities and whether these identities are associated with specific target characteristics and tactical strategies. Our findings form the premise of a typology of institutional shareholder (...)
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  • Corporate Social Performance: A Review of Empirical Research Examining the Corporation–Society Relationship Using Kinder, Lydenberg, Domini Social Ratings Data. [REVIEW]James E. Mattingly - 2017 - Business and Society 56 (6):796-839.
    This article reviews empirical research of corporate social performance using Kinder, Lydenberg, Domini social ratings data through 2011. The review synthesizes 100 empirical studies, noting consistencies and inconsistencies among studies examining similar constructs. Notable consistencies were that, although accounting measures of financial performance were a positive outcome of CSP, the same was not often true of stock returns. Also, demographics of top management teams increased CSP strengths, but did not reduce concerns, whereas organizational decentralization reduced CSP concerns. Notable inconsistencies were (...)
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  • Political dependence, social scrutiny, and corporate philanthropy: Evidence from disaster relief.Yongqiang Gao & Taïeb Hafsi - 2017 - Business Ethics: A European Review 26 (2):189-203.
    This study explores why and how firms respond to social demands through philanthropic giving in the context of a severe natural disaster. Drawing on Marquis and Qian's organizational response model to government signals, we integrate resource dependence theory and institutional theory to build a two-step model of organizational response to social needs, in situations of disaster relief. We argue that firms depending more on the government for support are more likely to donate in disaster relief, while firms who receive more (...)
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  • Do Corporate Social Performance Targets in Executive Compensation Contribute to Corporate Social Performance?Karen Maas - 2018 - Journal of Business Ethics 148 (3):573-585.
    To deal with potential conflicts between the triple-bottom-line expectations of investors and the performance of executives, firms can use incentives by integrating corporate social performance targets into executive compensation. No evidence yet exists that CSP targets in executive compensation actually lead to an improvement of CSP results. Using a panel data set of 400 firms for the years 2008–2012 leading to 1846 firm-year observations, the relationships between CSP targets and CSP results and CSP improvements are analyzed. The results show that (...)
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  • Does Social Performance Really Lead to Financial Performance? Accounting for Endogeneity.Roberto Garcia-Castro, Miguel A. Ariño & Miguel A. Canela - 2010 - Journal of Business Ethics 92 (1):107-126.
    The empirical relationship between a firm’s social performance and its financial performance is still not well established in the literature. Despite more than 30 years of research and more than 100 empirical studies on the issue, the results are still mixed. We argue that the heterogeneous results found in previous studies are not due exclusively to problems related with the measurement instruments or the samples used. Instead, we posit that a more fundamental problem related with the endogeneity of social strategic (...)
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  • Understanding the Nature of Stakeholder Relationships: An Empirical Examination of a Conflict Situation. [REVIEW]Johanna Kujala, Anna Heikkinen & Hanna Lehtimäki - 2012 - Journal of Business Ethics 109 (1):53-65.
    This article examines stakeholder relationships in a conflict situation. The focus of analysis is on how to understand stakeholder relationships as both ethical and strategic, and further, how the interests of different stakeholders become justified. To describe stakeholder relationships, we use media texts reporting on the case of a foreign investment project. The description shows how relationships evolve and how they constitute different episodes related to the conflict. We address the episodes by analysing stakeholder relationships and their salience. Furthermore, we (...)
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  • Management Responses to Social Activism in an Era of Corporate Responsibility: A Case Study.Katinka C. Van Cranenburgh, Kellie Liket & Nigel Roome - 2013 - Journal of Business Ethics 118 (3):497-513.
    Social activism against companies has evolved in the 50 years since Rachel Carson first put the US chemical industry under pressure to halt the indiscriminate use of the chemical DDT. Many more companies have come under the spotlight of activist attention as the agenda social activists address has expanded, provoked in part by the internationalization of business. During the past fifteen years, companies have begun to formulate corporate responsibility policies and appointed management teams dedicated to CR, resulting in a change (...)
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  • CSR Strategies in Response to Competitive Pressures.Marion Dupire & Bouchra M’Zali - 2018 - Journal of Business Ethics 148 (3):603-623.
    Is corporate social responsibility a tool for strategic positioning? While CSR is sometimes used as part of a differentiation strategy, this article analyzes which specific CSR strategies arise in response to competitive pressures. The results suggest that competitive pressures lead firms to increase their positive social actions without necessarily decreasing their social weaknesses. This positive impact varies with specific dimensions of CSR and industry specificities: Competition improves social performance toward core stakeholders to a greater extent than social performance toward peripheral (...)
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  • A Conceptual Framework for Online Business Protest Tactics and Criteria for Their Effectiveness.Kelly D. Martin & Beverly Kracher - 2008 - Business and Society 47 (3):291-311.
    In this article, the authors lay the foundation for the emerging area of research on online protest tactics mobilized against business. The authors offer a definition of online business protest tactics and distinguish them from related activities such as electronic civil disobedience and cybercrime. They also appeal to the interest-group literature as one theoretical foundation for this area of research. Based on the degree to which each tactic involves intrusion, disruption, or damage, the authors categorize the array of online business (...)
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  • Deadline for submissions: May 31, 2008.Tobias Hahn, Ans Kolk & Monika Winn - 2007 - Business and Society 46 (4):486-489.
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  • Small-Business Owner-Managers’ Perceptions of Business Ethics and CSR-Related Concepts.Yves Fassin, Annick Van Rossem & Marc Buelens - 2011 - Journal of Business Ethics 98 (3):425-453.
    Recent academic articles point to an increased vagueness and overlap in concepts related to business ethics and corporate responsibility. Further, the perception of these notions can differ in the smallbusiness world from the original academic definitions. This article focuses on the cognition of small-business owner-managers. Given the impact of small-business owner-managers on their ventures, corporate responsibility and ethical issues can take a different route in SMEs. The small-business owner-manager is able to shape the corporate culture and to enact values other (...)
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  • That's not what happened and it's not my fault anyway! An exploration of management attitudes towards Sri-shareholder engagement.Wim Vandekerckhove, Jos Leys & Dirk Van Braeckel - 2007 - Business Ethics: A European Review 16 (4):403–418.
    This paper explores semi‐formal interactions between SRI‐investors that take the governance route rather than deploy a best‐in‐class logic or exclusionary screening. On the basis of a stakeholder typology of the investor and of the chosen topic of interaction, namely compliance with the core ILO labour conventions, the paper formulates 10 expectations about management reactions to the concerns raised by investors. These expectations cover responsiveness, acknowledgment of positions and general attitude. The expectations are then related to the factual discourse by management (...)
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  • The Evolving Political Marketplace: Revisiting 60 Years of Theoretical Dominance Through a Review of Corporate Political Activity Scholarship in Business & Society and Major Management Journals.Colby Green, Timothy Werner, Richard Marens, Douglas Schuler & Stefanie Lenway - 2022 - Business and Society 61 (5):1416-1470.
    We review articles about corporate political activity published in Business & Society since its beginnings 60 years ago and in a set of other leading management journals over the past decade. We present evidence that most studies of CPA use the political markets’ perspective. Under the premise that the contemporary political environment has changed significantly since the inception of the political markets’ perspective, our review asks two interconnected questions. First, to what degree have changes in the political environment challenged the (...)
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  • Characteristics of Companies Targeted by Social Proxies: An Empirical Analysis in the Context of the U nited S tates.Miguel Rojas, Bouchra M'Zali, Marie-France Turcotte & Philip Merrigan - 2012 - Business and Society Review 117 (4):515-534.
    We compare the traits of companies receiving social policy shareholder resolutions with those of a set of matching firms. We show that targeted firms tend to be much larger and riskier, less profitable and less socially performing than their counterparts. The five largest investors in firms receiving social proxies tend to hold a lower stake in those firms vis‐à‐vis the matching firms. Firms in both samples, however, are not statistically different in terms of percentages of shares held by institutional and (...)
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  • NGOs Moving Business: An Analysis of Contrasting Strategies.Mariëtte van Huijstee - 2010 - Business and Society 49 (4):591-618.
    In this article, we seek to advance understanding of nongovernmental organization (NGO) strategies with regard to influencing corporations. We study two contrasting NGO strategies (symbolic gain and symbolic damage), which simultaneously target the same corporation on the same issue. In so doing, we highlight three previously neglected dimensions of NGO influence strategies: (a) the influence effected by contrasting strategies; (b) the interplay between contrasting strategies; and (c) the dynamic relation between firm— stakeholder resource dependence relationship and NGO influence strategy.
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  • Justice and Large Corporations.Jeanne Logsdon - 2008 - Business and Society 47 (4):523-548.
    Shareholder resolutions filed by socially concerned investors are a rich and underused source of data for research in social issues in the business and society field. This article examines how shareholder activists use the resolution process to advocate for issues related to social justice and corporate activities. After briefly reviewing the justice and shareholder activism literatures, the authors report the results of a study of 1,719 shareholder resolutions filed during the 1999—2005 period by members and affiliates of the Interfaith Center (...)
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  • (1 other version)Introducing the Politics of Stakeholder Influence.Frank G. A. de Bakker & Frank den Hond - 2008 - Business and Society 47 (1):8-20.
    If stakeholder theory is to become a full theory of business—society relationships, it will have to develop a better understanding of processes by which stakeholders may gain and hold influence over firms. A better understanding of the political processes involved is required. This paper—as well as the papers in this special issue—takes a political `view' to addressing the issue, and thereby extends the currently dominant demographic and structural approaches. It suggests that the influence of stakeholders over firms is the temporary (...)
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  • E Pluribus Unum? Legitimacy Issues and Multi-stakeholder Codes of Conduct.Valentina Mele & Donald H. Schepers - 2013 - Journal of Business Ethics 118 (3):561-576.
    Regulatory schema has shifted from government to governance-based systems. One particular form that has emerged at the international level is the multi-stakeholder voluntary code of conduct (MSVC). We argue that such codes are not only simply mechanisms by which various stakeholders attempt to govern the action of the corporation but also systems by which each stakeholder attempts to gain or retain some legitimacy goal. Each stakeholder is motivated by strategic legitimacy goal to join the code, and once a member, is (...)
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  • A Processual Model of CEO Activism: Activities, Frames, and Phases.Mette Morsing & Laura Olkkonen - 2023 - Business and Society 62 (3):646-694.
    Chief executive officers (CEOs) engage in activism when they take public stances on sensitive socio-political issues. In this study, we address the less-explored activities that constitute CEO activism beyond single stances as the activism is maintained over time. The data cover 6 years of campaign and media materials from a case company with several CEO-initiated activist campaigns. Our findings from an inductive analysis contribute to CEO activism theorizing in three ways. First, we extend CEO activism conceptually by identifying five underlying (...)
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  • Is Fair Treatment Enough? Augmenting the Fairness-Based Perspective on Stakeholder Behaviour.Sefa Hayibor - 2017 - Journal of Business Ethics 140 (1):43-64.
    Fairness and justice are core issues in stakeholder theory. Although such considerations receive more attention in the ‘normative’ branch of the stakeholder literature, they have critical implications for ‘instrumental’ stakeholder theory as well. In research in the instrumental vein, although the position has seldom been articulated in significant detail, a stakeholder’s inclination to take action against the firm or, conversely, to cooperate with it, is often taken to be a function of its perceptions concerning the fairness or unfairness of the (...)
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  • Beyond the Proxy Vote: Dialogues Between Shareholder Activists and Corporations. [REVIEW]Jeanne M. Logsdon & I. I. I. Buren - 2009 - Journal of Business Ethics 87 (1):353-365.
    The popular view of shareholder activism focuses on shareholder resolutions and the shareholder vote via proxy statements at the annual meeting, which is treated as a “David vs. Goliath” showdown between the small group of socially responsible investors and the powerful corporation. This article goes beyond the popular view to examine where the real action typically occurs – in the Dialogue process where corporations and shareholder activist groups mutually agree to ongoing communications to deal with a serious social issue. Use (...)
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  • Laying the Foundation: Preparing the Field of Business and Society for Investigating the Relationship Between Business and Inequality.Richard Marens - 2018 - Business and Society 57 (6):1252-1285.
    With the growth in income inequality now regarded as a crucial social issue, business and society scholars need to prepare themselves for the ambitious task of studying how corporate practices, intentionally or not, contribute to this trend. This article offers starting points for scholars wishing to explore this topic but lacking the necessary background for doing so. First, it offers suggestions as to finding the extant empirical work necessary for informed analysis. This is followed by an examination of alternate methods (...)
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  • Firm Engagement and Social Issue Salience, Consensus, and Contestation.Jennifer J. Griffin, Andrew P. Bryant & Cynthia E. Clark - 2017 - Business and Society 56 (8):1136-1168.
    Facing an increasing number and variety of issues with social salience, firms must determine how to engage with issues that likely have a significant impact on them. Integrating issues management and salience theories, the authors find that firms engage with socially contested issues—where there is a high degree of societal disagreement—in a different manner from issues that have social consensus, or high agreement. Examining social issue resolutions filed by shareholders from 1997 to 2009, the study finds that socially contested issues, (...)
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  • The Corporate Social Performance of Developing Country Multinationals.Stelios Zyglidopoulos, Peter Williamson & Pavlos Symeou - 2016 - Business Ethics Quarterly 26 (3):379-406.
    ABSTRACT:In this article, we explore the Corporate Social Performance (CSP) of Developing Country Multinationals (DMNCs). We argue that in competing internationally, DMNCs often face both reputation and legitimacy deficits, which they address by improving their CSP. We develop a series of hypotheses to explain the variation in CSP between DMNCs and domestic-only firms from developing countries and also examine variations in CSP between DMNCs depending on the extent of their multinationality and portfolio of host countries. Our findings support all our (...)
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  • Corporate Charitable Contributions: A Corporate Social Performance or Legitimacy Strategy?Jennifer C. Chen, Dennis M. Patten & Robin Roberts - 2008 - Journal of Business Ethics 82 (1):131-144.
    This study examines the relation between firms’ corporate philanthropic giving and their performance in three other social domains – employee relations, environmental issues, and product safety. Based on a sample of 384 U.S. companies and using data pooled from 1998 through 2000, we find that worse performers in the other social areas are both more likely to make charitable contributions and that the extent of their giving is larger than for better performers. Analyses of each separate area of social performance, (...)
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  • Coming Clean: The Impact of Environmental Performance and Visibility on Corporate Climate Change Disclosure. [REVIEW]Cedric Dawkins & John W. Fraas - 2011 - Journal of Business Ethics 100 (2):303 - 322.
    Previous research provides mixed results on the relationship between corporate environmental performance and the level of voluntary environmental disclosure. We revisit this relation by testing competing predictions from defensive and accommodative approaches to voluntary disclosure with regard to climate change. In particular, we add to the prior literature by determining the extent to which environmental performance and company media visibility interact to prompt voluntary climate change disclosure. Using ordinal regression and Ceres, KLD, and Trucost ratings of S& P 500 companies, (...)
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  • Management Responses to Social Activism in an Era of Corporate Responsibility: A Case Study.Katinka C. Cranenburgh, Kellie Liket & Nigel Roome - 2013 - Journal of Business Ethics 118 (3):497-513.
    Social activism against companies has evolved in the 50 years since Rachel Carson first put the US chemical industry under pressure to halt the indiscriminate use of the chemical DDT. Many more companies have come under the spotlight of activist attention as the agenda social activists address has expanded, provoked in part by the internationalization of business. During the past fifteen years, companies have begun to formulate corporate responsibility (CR) policies and appointed management teams dedicated to CR, resulting in a (...)
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  • Dominant Articulations in Academic Business and Society Discourse on NGO–Business Relations: A Critical Assessment. [REVIEW]Salla Laasonen, Martin Fougère & Arno Kourula - 2012 - Journal of Business Ethics 109 (4):521-545.
    Relations between non-governmental organizations (NGOs) and companies have been the subject of a sharply increasing amount of publications in recent years within academic business journals. In this article, we critically assess this fast-developing body of literature, which we treat as forming a ‘business and society discourse’ on NGO–business relations. Drawing on discourse theory, we examine 199 academic articles in 11 business and society, international business, and management journals. Focusing on the dominant articulations on the NGO–business relationship and key signifiers they (...)
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  • Domesticating Radical Rant and Rage: An Exploration of the Consequences of Environmental Shareholder Resolutions on Corporate Environmental Performance.Min-Dong Lee - 2011 - Business and Society 50 (1):155-188.
    This article examines the effect of social shareholder activism on one of the most visible aspects of corporate social behavior, namely corporate pollution management practice. Social shareholder activism is a distinct form of social movement that engages firms “in the suites.” We theorize the effect of social shareholder activism using three social movement mechanisms: (a) disruption of routines, (b) reframing of issues using extant institutional logics, and (c) mobilization of relevant third-party constituents. Our empirical analysis using 13-year panel data of (...)
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  • (1 other version)Nongovernmental Organizations in Business and Society, Management, and International Business Research.Arno Kourula & Salla Laasonen - 2010 - Business and Society 49 (1):35-67.
    This review shows how the relationship between nongovernmental organizations (NGOs) and businesses has been examined in business and society, management, and international business (IB) literatures. Altogether 88 relevant studies have been identified through the analysis of article abstracts from 11 leading journals in these fields. The articles have been classified into three categories according to their focus: NGO—business interface, NGO—business— government interface, and NGOs as one of many corporate stakeholders. Six main themes are identified: (a) Activism and NGO influence, (b) (...)
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  • Who Boycotts Whom? Marginalization, Company Knowledge, and Strategic Issues.Naomi A. Gardberg & William Newburry - 2013 - Business and Society 52 (2):318-357.
    The authors apply marginalization theory to develop a model of boycotts that incorporates both individual motives and corporate strategic issues. Overall, their analysis of more than 25,000 individual evaluations of 59 companies suggests that members of marginalized groups are more likely to boycott. Individuals are less likely to boycott companies about which they are knowledgeable and more likely to boycott companies that are organized boycott targets. In addition, the authors find systematic differences in the types of boycotts associated with strategic (...)
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  • The relative importance of ethics, environmental, social and governance criteria.Suzette Viviers, Janine Krüger & Danie J. L. Venter - 2014 - African Journal of Business Ethics 6 (2):120.
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  • Corporate Responses to Shareholder Activists: Considering the Dialogue Alternative.Kathleen Rehbein, Jeanne M. Logsdon & Harry J. Van Buren - 2013 - Journal of Business Ethics 112 (1):137-154.
    This empirical study examines corporate responses to activist shareholder groups filing social-policy shareholder resolutions. Using resource dependency theory as our conceptual framing, we identify some of the drivers of corporate responses to shareholder activists. This study departs from previous studies by including a fourth possible corporate response, engaging in dialogue. Dialogue, an alternative to shareholder resolutions filed by activists, is a process in which corporations and activist shareholder groups mutually agree to engage in ongoing negotiations to deal with social issues. (...)
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  • Inconsistencies in Activists’ Behaviours and the Ethics of NGOs.Yves Fassin - 2009 - Journal of Business Ethics 90 (4):503-521.
    Non-governmental organizations and pressure groups have taken up the mission of counterbalancing the huge power of the multinational corporations. Curiously, while most NGOs have a sincere ethical background and a genuine ethical motivation, the way some activist groups and NGOs themselves act does not always live up to the principles they advocate. Research using a multiple case study methodology is used to provide an illustration of various questionable practices followed by pressure groups revealing a range of tactics. The concerns, the (...)
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  • Bringing About Changes to Corporate Social Policy through Shareholder Activism: Filers, Issues, Targets, and Success.Miguel Rojas, Bouchra M'zali, Marie-France Turcotte & Philip Merrigan - 2009 - Business and Society Review 114 (2):217-252.
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  • Motivators of Mobilization: Influences of Inequity, Expectancy, and Resource Dependence on Stakeholder Propensity to Take Action Against the Firm.Sefa Hayibor & Colleen Collins - 2016 - Journal of Business Ethics 139 (2):351-374.
    Although the possibility that a firm’s stakeholders may take damaging measures against it in response to its activities has been an underlying assumption of stakeholder theory from inception, the conditions that predispose stakeholders to act against firms remain largely unexplored in the literature. Based on work in equity theory, expectancy theory, and resource dependence theory, we present and test hypotheses concerning stakeholders’ propensities to impose sanctions upon—or to support—firms. Using a vignette-based experiment, we found strong confirmation of the criticality of (...)
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  • MNE-NGO-Host Government Relationships in the Escalation of an FDI Conflict.Mika Skippari - 2010 - Business and Society 49 (4):619-651.
    Increased interaction among multinational enterprises (MNEs), host governments, and nongovernmental organizations (NGOs) has made the implementation of foreign direct investments (FDIs) more complex and potentially more prone to conflict. In this article, by drawing on a longitudinal case study of a conflict concerning a multinational forest industry company’s pulp mill investment in Uruguay, the authors argue that specific characteristics of the relationships between MNEs, host governments, and NGOs contribute to the escalation of FDI conflicts. When escalated, the conflict has specific (...)
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  • Moral Stress: Considering the Nature and Effects of Managerial Moral Uncertainty. [REVIEW]Scott J. Reynolds, Bradley P. Owens & Alex L. Rubenstein - 2012 - Journal of Business Ethics 106 (4):491-502.
    To better illuminate aspects of stress that are relevant to the moral domain, we present a definition and theoretical model of “moral stress.” Our definition posits that moral stress is a psychological state born of an individual’s uncertainty about his or her ability to fulfill relevant moral obligations. This definition assumes a self-and-others relational basis for moral stress. Accordingly, our model draws from a theory of the self (identity theory) and a theory of others (stakeholder theory) to suggest that this (...)
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  • Beyond the Proxy Vote: Dialogues between Shareholder Activists and Corporations.Jeanne M. Logsdon & Harry J. Van Buren - 2009 - Journal of Business Ethics 87 (1):353 - 365.
    The popular view of shareholder activism focuses on shareholder resolutions and the shareholder vote via proxy statements at the annual meeting, which is treated as a "David vs. Goliath" showdown between the small group of socially responsible investors and the powerful corporation. This article goes beyond the popular view to examine where the real action typically occurs-in the Dialogue process where corporations and shareholder activist groups mutually agree to ongoing communications to deal with a serious social issue. Use of the (...)
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