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  1. Journal of Business Ethics, Volume 42, Number 3 - SpringerLink.Pat Auger, Paul Burke, Timothy M. Devinney & Jordan J. Louviere - 2003 - Journal of Business Ethics 42 (3):281-304.
    ... The purpose of this paper is to try to clarify the extent to which consumers “value” ethical product features when making purchases by utilizing a distinctive methodology – structured choice experiments ( Louviere et al., 2000) – that What Will Consumers Pay ... Jordan J. Louviere ... \n.
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  • Foundations of information integration theory.Norman Henry Anderson - 1981 - New York: Academic Press.
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  • What Will Consumers Pay for Social Product Features?Pat Auger, Paul Burke, Timothy M. Devinney & Jordan J. Louviere - 2003 - Journal of Business Ethics 42 (3):281 - 304.
    The importance of ethical consumerism to many companies worldwide has increased dramatically in recent years. Ethical consumerism encompasses the importance of non-traditional and social components of a company's products and business process to strategic success - such as environmental protectionism, child labor practices and so on. The present paper utilizes a random utility theoretic experimental design to provide estimates of the relative value selected consumers place on the social features of products.
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  • Influence of Corporate Social Responsibility on Loyalty and Valuation of Services.Ma del Mar García de los Salmones, Angel Herrero Crespo & Ignacio Rodríguez del Bosque - 2005 - Journal of Business Ethics 61 (4):369-385.
    The study of corporate social responsibility has been the object of much research in recent decades, although there is a need to continue investigating its benefits as a marketing tool. In the current work we adopt a multi-dimensional perspective of social responsibility, and we carry out market research to determine the perceptions of users of mobile telephone services about economic, legal, ethical and social aspects of their operating companies. With these data we determine the structure and components of the concept (...)
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  • Corporate Social Performance As a Competitive Advantage in Attracting a Quality Workforce.Daniel W. Greening & Daniel B. Turban - 2000 - Business and Society 39 (3):254-280.
    Several researchers have suggested that a talented, quality workforce will become a more important source of competitive advantage for firms in the future. Drawing on social identity theory and signaling theory, the authors hypothesize that firms can use their corporate social performance (CSP) activities to attract job applicants. Specifically, signaling theory suggests that a firm’s CSP sends signals to prospective job applicants about what it would be like to work for a firm. Social identity theory suggests that job applicants have (...)
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  • Exploringthe Relationship Between Corporate Social Performance and Employer Attractiveness.Kristin B. Backhaus, Brett A. Stone & Karl Heiner - 2002 - Business and Society 41 (3):292-318.
    Building on existing studies suggesting that corporate social performance (CSP) is important in the job choice process, the authors investigate job seekers’perceptions of importance of CSP and explore effects of CSP dimensions on organizational attractiveness. Job seekers consider CSP important to assessment of firms and rate five specific CSP dimensions (environment, community relations, employee relations, diversity, and product issues) as more important than six other CSP dimensions. Using signaling theory and social identity theory, the authors hypothesize differences in effects of (...)
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  • The moderating effect of environmental munificence and dynamism on the relationship between discretionary social responsibility and firm performance.Irene Goll & Abdul A. Rasheed - 2004 - Journal of Business Ethics 49 (1):41-54.
    This study examines the relationships between a company''s emphasis on discretionary social responsibility, environment, and firm performance. It tests the proposition that environmental munificence and dynamism moderate the relationship between discretionary social responsibility and financial performance. Social responsibility was measured with a three-item scale in a sample of 62 firms using a questionnaire. Environmental munificence and dynamism were measured using archival sources as was financial performance (return on assets and return on sales). The results of moderated regression analyses and subgroup (...)
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