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In this research, the authors present a model that demonstrates that motivating managers to change unpopular or irresponsible corporate behavior may be required when the stakeholders desire such a change. Using agency theory, they then test part of the model and demonstrate why it may be necessary for an organized protest to impact on share prices before managers choose to change the behavior. Investors' reactions to announcements of product boycotts and stock divestitures made over the 23-year period 1969-1991 were examined. (...) |
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The purpose of this article is to extend from the business and society research focus on corporate political strategy and to factor this emphasis into business strategy thinking. The approach taken is to incorporate business and society concepts into a model that parallels Michael Porter's well-known Five Forces Model of business strategy. The applicability of the parallel model for practitioners and academics is then illustrated by using the model to analyze the television violence issue. |
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This article explores three literature bases in some depth: strategy, stakeholder/ social issues, and the newly emergingworks in reputation. The focus is on the potential research and practical overlaps that exist in these literatures. A model of reputation is developed that highlights these research opportunities for scholars in all three endeavors. Amodel of reputation formation is developed that can be used for further study and action. Throughout the analysis, various research avenues are suggested for active consideration. |
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Lack of specificity around stakeholder identity remains a serious obstacle to the further development of stakeholder theory andits adoption in actual practice by business managers. Nowhere is this shortcoming more evident than in stakeholder theory’s treatment of the constituency known as “community.”In this paper we attempt to set forth what we call “the Problem of Community” as indicative of the definitional problems of stakeholdertheory. We then begin the process of gaining greater specificity around our notions of community and the role (...) |
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In this research, the authors present a model that demonstrates that motivating managers to change unpopular or irresponsible corporate behavior may be required when the stakeholders desire such a change. Using agency theory, they then test part of the model and demonstrate why it may be necessary for an organized protest to impact on share prices before managers choose to change the behavior. Investors' reactions to announcements of product boycotts and stock divestitures made over the 23-year period 1969-1991 were examined. (...) |
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