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  1. Corporate Social Responsibility.Archie B. Carroll - 1999 - Business and Society 38 (3):268-295.
    There is an impressive history associated with the evolution of the concept and definition of corporate social responsibility (CSR). In this article, the author traces the evolution of the CSR construct beginning in the 1950s, which marks the modern era of CSR. Definitions expanded during the 1960s and proliferated during the 1970s. In the 1980s, there were fewer new definitions, more empirical research, and alternative themes began to mature. These alternative themes included corporate social performance (CSP), stakeholder theory, and business (...)
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  • Parallel Universes: Companies, Academics, and the Progress of Corporate Citizenship.Sandra Waddock - 2004 - Business and Society Review 109 (1):5-42.
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  • The Role of NGOs in CSR: Mutual Perceptions Among Stakeholders.Daniel Arenas, Josep M. Lozano & Laura Albareda - 2009 - Journal of Business Ethics 88 (1):175-197.
    This paper explores the role of NGOs in corporate social responsibility (CSR) through an analysis of various stakeholders’ perceptions and of NGOs’ self-perceptions. In the course of qualitative research based in Spain, we found that the perceptions of the role of NGOs fall into four categories: recognition of NGOs as drivers of CSR; concerns about their legitimacy; difficulties in the mutual understanding between NGOs and trade unions; the self-confidence of NGOs as important players in CSR. Each of these categories comprises (...)
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  • Building Partnerships to Create Social and Economic Value at the Base of the Global Development Pyramid.Jerry M. Calton, Patricia H. Werhane, Laura P. Hartman & David Bevan - 2013 - Journal of Business Ethics 117 (4):721-733.
    This paper builds on London and Hart’s critique that Prahalad’s best-selling book prompted a unilateral effort to find a fortune at the bottom of the pyramid. Prahalad’s instrumental, firm-centered construction suggests, perhaps unintentionally, a buccaneering style of business enterprise devoted to capturing markets rather than enabling new socially entrepreneurial ventures for those otherwise trapped in conditions of extreme poverty. London and Hart reframe Prahalad’s insight into direct global business enterprise toward “creating a fortune with the base of the pyramid” rather (...)
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  • Together and Apart: Exploring Structure of the Corporate–NPO Relationship.Dayna Simpson, Kathryn Lefroy & Yelena Tsarenko - 2011 - Journal of Business Ethics 101 (2):297-311.
    Financially significant relationships between corporations and non-profit organizations have increased in recent years. NPOs offer access to interests and ideologies that are lacking within most for-profit organizations. These partnerships form a unique bridge between for-profit and non-profit goals and offer significant potential to produce innovative ways of “doing business by doing good.” Exploration of the structural implications of these relationships, however, has been limited. The potential for ideological imbalance in these relationships, particularly for the NPO, has been poorly described. We (...)
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  • The Poor as Suppliers of Intellectual Property: A Social Network Approach to Sustainable Poverty Alleviation.Sridevi Shivarajan & Aravind Srinivasan - 2013 - Business Ethics Quarterly 23 (3):381-406.
    ABSTRACT:We extend the Base of the Pyramid (BoP) poverty-alleviation approach by recognizing the poor as valuable suppliers—specifically of intellectual property. Although the poor possess huge reserves of intellectual property, they are unable to participate in global knowledge networks owing to their illiteracy and poverty. This is a crippling form of social exclusion in today’s growing knowledge economy because it adversely affects their capabilities for advancement at several levels. Providing the poor access to global knowledge networks as rightful participants—as suppliers of (...)
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  • Proposition: Shared Value as an Incomplete Mental Model.Laura Hartman & Patricia Werhane - 2013 - Business Ethics Journal Review:36-43.
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  • How We See Them Versus How They See Themselves.Rafael Lucea - 2010 - Business and Society 49 (1):116-139.
    The present study complements current firm—nongovernment organization (NGO) literature by emphasizing the influence of managerial cognition on organizational behavior. In particular, I find that NGOs confront or seek to collaborate with other NGOs or with firms to appear as legitimate actors before selected third parties and as a way to access various sources of funds. By contrast, firm managers interacting with these NGOs are fundamentally concerned with achieving social stability so that their organizations can operate undisturbed. These different goals give (...)
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  • Corporations and NGOs: When Accountability Leads to Co-optation. [REVIEW]Dorothea Baur & Hans Peter Schmitz - 2012 - Journal of Business Ethics 106 (1):9-21.
    Interactions between corporations and nonprofits are on the rise, frequently driven by a corporate interest in establishing credentials for corporate social responsibility (CSR). In this article, we show how increasing demands for accountability directed at both businesses and NGOs can have the unintended effect of compromising the autonomy of nonprofits and fostering their co-optation. Greater scrutiny of NGO spending driven by self-appointed watchdogs of the nonprofit sector and a prevalence of strategic notions of CSR advanced by corporate actors weaken the (...)
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