When managers fail to successfully consider the interests of all stakeholders, for example, in the event of corporate misconduct, they are often portrayed as the key culprits. We argue, however, that powerful stakeholders are also in part responsible when companies harm weaker stakeholders and society.
This research considers how manufacturing companies in the United Kingdom respond to competitive pressures to address environmental concerns and what role this particular pressure source plays in determining their level of response. The research then considers the role played by internal company commitment towards addressing environmental concerns in determining the level of response.
We seek to better explain the mechanisms that control the unaccountable transfer of wealth, through a re-imagination of the accounting concepts of capital maintenance—which references “the amount [of capital] an individual [or firm] can consume and expect to be as well off at the end of the [period] as at the beginning”—and profit.
In 2015, a group of influential strategic management scholars convened a workshop in Utah to discuss and debate stakeholder theory. One outcome of this meeting was a list of supposed tensions emerging from that group’s understanding of stakeholder theory and its relationship to mainstream strategic management. Our piece is a reaction to this list of tensions.
I highlight the constitutive dimension of communication and its implications for CSR matters.
By Michael Etter, Peter Winkler, & Itziar Castello In order to tackle the grand challenges of our time, it is crucial that firms consider their corporate social responsibilities (CSR) regarding their environmental and societal impact. When business leaders proclaim their…
By Aurélien Feix and Déborah Philippe Narratives about the emergence, spread and impact of Corporate Social Responsibility (CSR) practices, generated by organizations such as the United Nations Global Compact (UNGC) are fraught with ambiguity as they avoid addressing problematic matters.…
By Andrew Crane, Mette Morsing, and Dennis Schoeneborn Companies are often criticised for failing to “walk-the-talk”, that is, spending too much time telling us about the socially responsible deeds they are going to do, but not enough time actually doing…
One of the most cited articles in the last 3 years at Business & Society is a meta-analysis of corporate social responsibility (CSR) and corporate financial performance (CFP). The article, by Qian Wang, Junsheng Dou, and Shenghua Jia, looks at…
The following blog discussion was originally posted on Sage Publishing’s Business and Management Ink blog, here, and we are pleased to reproduce it with their kind permission: -Tim Hart, The University of Tulsa [We’re pleased to welcome author Alan Muller…
