Lens ID,Title,Date Published,Publication Year,Publication Type,Source Title,ISSNs,Publisher,Source Country,Author/s,Abstract,Volume,Issue Number,Start Page,End Page,Fields of Study,Keywords,MeSH Terms,Chemicals,Funding,Source URLs,External URL,PMID,DOI,Microsoft Academic ID,PMCID,Citing Patents Count,References,Citing Works Count,Is Open Access,Open Access License,Open Access Colour
000-035-854-356-888,"Business Ethics and Finance in Greater China: Synthesis and Future Directions in Sustainability, CSR, and Fraud",2016-08-12,2016,journal article,Journal of Business Ethics,01674544; 15730697,Springer Science and Business Media LLC,Netherlands,Douglas J. Cumming; Wenxuan Hou; Edward Lee,"Following the financial crisis and recent recession, the center of gravity of global economic growth and competitiveness is shifting toward emerging economies. As a leading and increasingly influential emerging economy, China is currently attracting the attention of academics, practitioners, and policy makers. There has been an increase in research interest in and publications on issues relating to China within high-quality international academic journals. We therefore organized a special issue conference in conjunction with the Journal of Business Ethics (JBE) in Lhasa, Tibet, on May 19–20, 2014, on Business Ethics in Greater China: Past, Present and Future. The papers for the special issue focused on the intersection of ethics and finance, and fit within one of the three themes: environment and sustainability, corporate social responsibility, and fraud. Within these themes, issues of intellectual capital protection, gender equality, political connections, regional development, investor protection, corporate stewardship, trust and corruption, and corporate transparency each play a significant role. In this paper, we survey these studies and the related literature to provide a comprehensive coverage of business ethics and finance issues that affect China.",138,4,601,626,Finance; Business ethics; Emerging markets; Accounting; Corporate social responsibility; Economics; Corporate transparency; Intellectual capital; Corporate governance; Public relations; Information ethics; Philosophy of business,,,,Social Sciences and Humanities Research Council of Canada,https://www.infona.pl/resource/bwmeta1.element.springer-doi-10_1007-S10551-016-3288-2 https://core.ac.uk/display/131064954 https://link.springer.com/article/10.1007/s10551-016-3288-2 https://econpapers.repec.org/RePEc:kap:jbuset:v:138:y:2016:i:4:d:10.1007_s10551-016-3288-2 https://philpapers.org/rec/CUMBEA https://ideas.repec.org/a/kap/jbuset/v138y2016i4d10.1007_s10551-016-3288-2.html https://dialnet.unirioja.es/servlet/articulo?codigo=5995483 https://www.research.ed.ac.uk/portal/files/28586344/Cumming_etal_2016_JBE_Business_Ethics_and_Finance_in_Greater.pdf https://www.research.ed.ac.uk/en/publications/business-ethics-and-finance-in-greater-china-synthesis-and-future https://www.pure.ed.ac.uk/ws/files/28586344/Cumming_etal_2016_JBE_Business_Ethics_and_Finance_in_Greater.pdf https://core.ac.uk/download/131064954.pdf,http://dx.doi.org/10.1007/s10551-016-3288-2,,10.1007/s10551-016-3288-2,2489037866,,0,000-772-061-134-441; 001-755-813-790-313; 002-695-589-998-092; 002-870-892-508-08X; 005-292-349-692-441; 006-524-945-164-326; 007-994-784-658-132; 011-809-145-939-293; 012-127-968-827-661; 012-552-926-487-395; 016-583-894-164-23X; 017-201-122-481-606; 018-225-070-838-425; 019-936-144-547-223; 020-149-310-653-754; 020-790-893-420-680; 022-709-548-529-505; 023-412-868-331-046; 024-745-157-416-555; 026-366-795-148-244; 027-008-784-004-778; 028-409-892-284-635; 029-257-638-158-39X; 032-438-247-629-87X; 035-331-011-978-044; 035-953-556-745-052; 036-264-803-987-79X; 037-686-751-701-142; 038-014-684-397-316; 039-080-425-058-100; 039-219-751-646-294; 040-535-358-084-90X; 043-946-276-583-380; 051-248-991-074-085; 054-182-649-208-375; 054-357-692-720-632; 054-566-529-058-969; 054-748-776-017-264; 054-898-025-439-187; 055-052-153-464-245; 056-731-935-311-340; 057-369-914-225-782; 059-827-371-052-798; 060-675-466-787-442; 064-337-792-484-854; 064-899-399-552-683; 065-150-401-851-570; 065-277-490-715-244; 065-751-699-405-787; 066-236-200-870-306; 066-689-717-740-207; 066-776-241-314-717; 070-324-134-786-062; 070-674-422-619-939; 072-406-253-389-942; 074-473-763-656-601; 074-604-733-522-925; 074-687-970-312-012; 076-100-506-906-893; 081-111-005-560-833; 084-041-141-623-315; 084-337-409-577-771; 088-379-602-914-777; 088-710-766-345-504; 088-742-226-000-261; 090-609-869-323-354; 090-781-903-792-977; 095-387-836-479-88X; 096-255-977-244-314; 096-467-289-346-522; 098-575-196-000-558; 098-922-028-976-491; 102-951-716-380-558; 103-027-501-253-482; 106-081-175-019-311; 106-127-280-778-142; 108-435-050-338-392; 109-295-718-054-854; 112-208-993-690-978; 115-239-244-291-102; 115-442-442-600-176; 128-273-208-390-016; 131-662-979-750-806; 131-761-546-014-209; 137-085-443-266-283; 137-142-252-339-871; 138-218-722-621-471; 144-447-380-614-496; 147-050-091-236-744; 164-371-080-084-232; 164-503-333-879-407; 167-772-921-808-132; 177-640-438-295-216; 183-674-987-078-591,49,true,,green
000-743-551-256-625,Effects of Ethical Certification and Ethical eWoM on Talent Attraction,2018-09-20,2018,journal article,Journal of Business Ethics,01674544; 15730697,Springer Science and Business Media LLC,Netherlands,Victoria-Sophie Osburg; Vignesh Yoganathan; Boris Bartikowski; Hongfei Liu; Micha Strack,"Whilst previous studies indicate perceived company ethicality as a driver of job seekers’ job-pursuit intentions, it is poorly understood how and why ethical market signals actually affect their application decisions. Perceptions of company ethicality result from market signals that are either within the control of the company (e.g. ethical certifications) and from market signals that are beyond the company’s control (e.g. ethical eWoM). Building on communication and information processing theories, this study therefore considers both types of ethical market signals, and examines the psychological mechanisms through which they affect job seekers’ intention to apply for a job. The results from a controlled online experiment show that both types of ethical market signals increase job seekers’ job-pursuit intentions. These relationships are mediated by applicants’ attitude towards the job advertisement, their perceptions of corporate employment image and self-referencing. Consequently, the present study alerts practitioners to consider the effects of company-controlled and non-company-controlled ethical market signals, particularly when aiming to recruit highly-qualified millennial candidates.",164,3,535,548,Business ethics; Psychology; Marketing; Perception; Control (management); Seekers; Attraction; Affect (psychology); Certification; Information processing theory,,,,,https://philpapers.org/rec/OSBEOE https://ideas.repec.org/a/kap/jbuset/v164y2020i3d10.1007_s10551-018-4018-8.html https://link.springer.com/article/10.1007/s10551-018-4018-8 https://dialnet.unirioja.es/servlet/articulo?codigo=7798939 http://repository.essex.ac.uk/23009/ https://link.springer.com/content/pdf/10.1007/s10551-018-4018-8.pdf https://core.ac.uk/download/161257073.pdf,http://dx.doi.org/10.1007/s10551-018-4018-8,,10.1007/s10551-018-4018-8,2890558647,,0,004-220-300-625-169; 005-805-453-463-041; 008-383-221-912-313; 012-456-726-494-582; 013-423-065-625-957; 015-368-112-988-499; 017-636-928-090-770; 019-120-279-616-351; 022-231-980-199-496; 023-850-067-278-206; 025-885-727-820-308; 028-288-490-276-319; 031-676-949-117-921; 032-869-736-182-25X; 035-075-022-413-954; 037-773-885-516-757; 038-121-489-584-822; 040-848-353-650-703; 042-362-536-215-440; 044-257-532-727-711; 044-823-082-616-97X; 045-803-397-192-858; 046-631-150-650-800; 050-971-186-994-563; 058-826-523-905-286; 060-197-664-651-120; 061-289-616-193-764; 062-903-059-142-318; 064-682-467-305-522; 071-223-246-664-32X; 071-478-462-635-384; 076-320-857-495-381; 087-767-139-611-368; 094-801-544-709-166; 101-308-206-668-624; 101-349-077-081-552; 102-274-099-713-322; 103-909-450-051-614; 105-323-916-948-808; 106-447-301-407-942; 108-762-247-982-032; 108-915-135-791-842; 109-904-482-197-955; 114-734-866-376-989; 116-051-418-925-905; 128-616-877-311-874; 133-418-345-979-260; 134-289-082-358-70X; 135-352-598-015-279; 140-345-953-888-433; 143-189-337-063-89X; 143-792-718-699-388; 162-066-979-067-277; 163-129-887-298-934; 163-668-489-548-89X; 182-761-644-303-645; 185-121-286-494-667,10,true,cc-by,hybrid
000-834-745-963-401,The Value of CCTV Surveillance Cameras as an Investigative Tool: An Empirical Analysis,2017-04-21,2017,journal article,European Journal on Criminal Policy and Research,09281371; 15729869,Springer Science and Business Media LLC,United States,Matthew P. J. Ashby,"There has been extensive research on the value of closed-circuit television (CCTV) for preventing crime, but little on its value as an investigative tool. This study sought to establish how often CCTV provides useful evidence and how this is affected by circumstances, analysing 251,195 crimes recorded by British Transport Police that occurred on the British railway network between 2011 and 2015. CCTV was available to investigators in 45% of cases and judged to be useful in 29% (65% of cases in which it was available). Useful CCTV was associated with significantly increased chances of crimes being solved for all crime types except drugs/weapons possession and fraud. Images were more likely to be available for more-serious crimes, and less likely to be available for cases occurring at unknown times or in certain types of locations. Although this research was limited to offences on railways, it appears that CCTV is a powerful investigative tool for many types of crime. The usefulness of CCTV is limited by several factors, most notably the number of public areas not covered. Several recommendations for increasing the usefulness of CCTV are discussed.",23,3,441,459,Possession (law); Advertising; Criminal investigation; Business; Value (ethics); Surveillance camera; Criminology,,,,,https://link.springer.com/article/10.1007/s10610-017-9341-6/fulltext.html https://paperity.org/p/79644055/the-value-of-cctv-surveillance-cameras-as-an-investigative-tool-an-empirical-analysis https://irep.ntu.ac.uk/id/eprint/30588/ https://link.springer.com/content/pdf/10.1007%2Fs10610-017-9341-6.pdf https://www.mendeley.com/catalogue/88f4b215-abba-39a4-b1a6-7d898dcca2c9/ https://core.ac.uk/display/82894317 https://rd.springer.com/article/10.1007%2Fs10610-017-9341-6 https://link.springer.com/article/10.1007/s10610-017-9341-6 https://discovery.ucl.ac.uk/id/eprint/10076724/ https://core.ac.uk/download/82894317.pdf,http://dx.doi.org/10.1007/s10610-017-9341-6,,10.1007/s10610-017-9341-6,2605665146,,0,008-424-525-298-971; 022-261-272-805-640; 028-881-888-194-45X; 030-385-990-545-489; 030-420-621-182-556; 035-577-738-589-39X; 036-756-936-902-148; 045-874-980-336-917; 059-152-066-053-409; 074-302-085-947-322; 087-541-643-445-512; 090-378-410-663-827; 110-996-165-297-297; 119-517-721-328-338; 123-731-126-738-174; 130-115-702-924-368; 142-792-689-441-663; 157-287-467-919-112; 172-200-131-604-511; 173-447-309-009-842; 175-520-490-062-365; 197-395-087-789-757,70,true,cc-by,hybrid
001-524-880-901-548,"Analysis of TRIPS Agreement and the justification of international IP rights protection in the WTO's multilateral trading system, with particular reference to pharmaceutical patents",2015-02-16,2015,journal article,Information & Communications Technology Law,13600834; 14698404,Informa UK Limited,United Kingdom,Jae Sundaram,"The entry of the Trade-Related Aspects of Intellectual Property Rights TRIPS Agreement has seen the developing countries and the least developed countries LDCs suffer from the excessive burden of obligations imposed under the Agreement to embrace and implement a higher standard of intellectual property IP protection. One of the areas where the impact of the measures is most felt is on accessibility to affordable medicines for frontline treatment of diseases in developing countries and LDCs, where the majority of the HIV/AIDS sufferers come from. This inevitable plight, although well known, and posited by the developing countries and LDCs during the Uruguay round of negotiations, was overlooked. This also necessitated the Doha Deceleration, which does not seem to have addressed the problem. The developed countries have also successfully utilised the TRIPS Agreement's IP rights protection criteria as a benchmark, to develop a much higher IP rights protection agenda through the introduction of TRIPS-plus provisions in bilateral and other multilateral agreements entered into with developing countries. The winners in the game are the patent-holding pharmaceutical corporations, software corporations, media corporations, and the developed countries where they are incorporated. The ones at the receiving end are the developing countries and the LDCs who were promised technology transfer to build a modern economy by the developed countries, but are faced with multiple problems of non-availability of affordable medicines for health care, besides others. This article seeks to study the justification for an extended IP rights protection under the TRIPS Agreement through an analysis of the philosophical underpinnings of the IP rights and the patent regime. It will be argued that the TRIPS Agreement is a major obstacle that the developing countries and the LDCs have been made to face as Members of the WTO World Trade Organisation, with no end in sight for their miseries, and that the only possible solution is a review or an amendment of the TRIPS Agreement.",24,2,121,163,Business; International trade; Developed country; Health care; Human rights; Law; Negotiation; Least Developed Countries; TRIPS Agreement; Intellectual property; Developing country,,,,,https://www.tandfonline.com/doi/abs/10.1080/13600834.2015.1004244 https://core.ac.uk/download/245882898.pdf,http://dx.doi.org/10.1080/13600834.2015.1004244,,10.1080/13600834.2015.1004244,2093864427,,0,,0,true,,green
001-793-763-180-791,"Corporate social responsibility, multinational corporations and the law in Nigeria: controlling multinationals in host states",2008-03-20,2008,journal article,Journal of African Law,00218553; 14643731,Cambridge University Press (CUP),United Kingdom,Olufemi O. Amao,"There is a general perception that home jurisdictions in vulnerable areas are powerless when it comes to the control of multinational corporations. While this assertion is largely correct, this article argues that there cannot be effective control of multinational corporations (‘‘MNCs’’) at international, regional or private level without the corresponding development of an effective minimum institutional framework at the domestic level. This article examines the Nigerian legal framework for the regulation of MNCs with a view to underlining the weaknesses in the domestic forum, and also examines the prospects for enhancing the capacity of a domestic framework for the effective control of MNCs. The article argues that, while corporate social responsibility practice by MNCs is becoming well entrenched, this development cannot replace the need for effective host state regulation. The article focuses on company law and human rights law and suggests viable possibilities within the local context that may enhance the control of MNCs.",52,1,89,113,Corporate social responsibility; Business; Multinational corporation; Human rights; Host (network); Law; Corporate law; Control (management); Context (language use); Assertion,,,,,http://sro.sussex.ac.uk/id/eprint/57103/ http://www.journals.cambridge.org/production/action/cjoGetFulltext?fulltextid=1815220 https://bura.brunel.ac.uk/bitstream/2438/5737/2/Fulltext.pdf https://bura.brunel.ac.uk/handle/2438/5737 https://www.cambridge.org/core/journals/journal-of-african-law/article/corporate-social-responsibility-multinational-corporations-and-the-law-in-nigeria-controlling-multinationals-in-host-states/1B59970B7F9BFACD3F75B38E148E3160 https://www.cambridge.org/core/services/aop-cambridge-core/content/view/S0021855308000041 https://www.jstor.org/stable/27607999 http://srodev.sussex.ac.uk/57103/ https://core.ac.uk/download/338108.pdf,http://dx.doi.org/10.1017/s0021855308000041,,10.1017/s0021855308000041,2122144156,,0,,58,true,,green
002-413-741-717-577,"Look at Mother Nature on the Run in the 21st Century: Responsibility, Research and Innovation",2012-04-23,2012,journal article,Transnational Environmental Law,20471025; 20471033,Cambridge University Press (CUP),United Kingdom,Robert Lee,"There is growing interest in a framework for responsible research and innovation within Europe. This paper explores why this has come about and suggests that it is related to a concern with emerging and converging technologies that goes beyond a narrow conception of risk to the environment or to human health. Rather, there is a trepidation arising out of the transformative capacity of modern technologies and their stated aspiration to manipulate the natural world. In this context, the paper poses three central questions about the shape of any framework for responsible research and innovation. First, why is the target that of research and innovation? Secondly, at what scale should the framework operate? Thirdly, what form of governance structure would be best suited to the oversight of research and innovation?",1,01,105,117,Technological convergence; Sociology; Management; Structure (mathematical logic); Responsible Research and Innovation; Trepidation; Context (language use); Scale (chemistry); Corporate governance; Public relations; Natural (music),,,,,https://www.cambridge.org/core/journals/transnational-environmental-law/article/look-at-mother-nature-on-the-run-in-the-21st-century-responsibility-research-and-innovation/9F1B53F9F16D4B321D3A250BA866A327 http://orca.cf.ac.uk/31899/ https://orca.cardiff.ac.uk/31899/ https://core.ac.uk/download/8820280.pdf,http://dx.doi.org/10.1017/s2047102511000136,,10.1017/s2047102511000136,1968968447,,0,000-512-871-078-76X; 000-648-299-861-819; 011-765-191-108-077; 012-723-709-022-94X; 013-646-789-959-336; 017-474-453-418-250; 019-760-073-514-435; 026-892-412-081-565; 027-688-719-909-089; 032-252-497-710-077; 032-767-834-535-533; 033-710-050-865-648; 038-438-360-796-440; 038-757-478-941-066; 044-187-198-489-525; 048-741-828-278-994; 056-455-711-587-577; 058-054-096-605-491; 065-447-430-130-77X; 067-458-359-436-990; 071-459-241-370-657; 072-546-251-164-031; 072-673-673-878-677; 073-367-749-343-988; 074-727-231-129-891; 080-764-890-549-777; 080-798-914-789-755; 081-982-160-351-058; 083-874-058-446-063; 090-080-955-709-619; 091-486-082-949-600; 092-619-300-086-35X; 097-305-631-095-998; 103-371-203-832-489; 113-346-149-208-017; 113-641-410-313-753; 119-810-354-491-653; 119-824-455-547-094; 122-953-176-008-900; 133-001-470-577-048; 140-680-330-699-642; 154-654-820-714-20X; 155-306-804-520-558; 161-030-243-963-537; 162-948-984-708-926; 165-291-081-319-343; 166-055-382-019-047; 170-342-114-334-16X; 192-676-431-967-399,22,true,,green
002-734-490-392-401,Impression Management and Organizational Audiences: The Fiat Group Case,2013-12-31,2013,journal article,Journal of Business Ethics,01674544; 15730697,Springer Science and Business Media LLC,Netherlands,Saverio Bozzolan; Charles H. Cho; Giovanna Michelon,"In this paper we investigate whether, and how, corporate management strategically uses disclosure to manage the perceptions of different organizational audiences. In particular, we examine the interactions between the FIAT Group and three of its key organizational audiences—the local press, the international press, and the financial analysts, which are characterized by different levels of salience for the company. We focus on both how management reacts to the optimism level existing within each audience and how the narrative disclosure tone adopted by FIAT influences the ex-post optimism in the local and international press or in the financial analyst community. We investigate the disclosure of the FIAT Group over a 6-year period (2004–2009), during which 70 price-sensitive press releases were published. On the basis of 1,887 (331) news articles published in Italian (international) newspapers and 411 analyst reports, we report evidence of different strategic patterns in the interaction processes between FIAT and its audiences. Our findings also indicate some differences in the way FIAT is affected by, and in turn, affects the sentiment of each audience, thus highlighting that the salience of the stakeholder is an important driver of the adoption of impression management techniques. Taken together, our findings point to issues related to setting the “tone at the top” and potential ethical matters.",126,1,143,165,Business ethics; Sociology; Salience (language); Narrative; Newspaper; Stakeholder; Optimism; Perception; Public relations; Impression management,,,,,https://econpapers.repec.org/RePEc:kap:jbuset:v:126:y:2015:i:1:p:143-165 https://iranakhlagh.nipc.ir/uploads/Impression_Management_16820.pdf https://ore.exeter.ac.uk/repository/bitstream/10871/16971/2/accepted.pdf https://rd.springer.com/article/10.1007/s10551-013-1991-9 https://ideas.repec.org/a/kap/jbuset/v126y2015i1p143-165.html https://ore.exeter.ac.uk/repository/handle/10871/22689 https://research-information.bris.ac.uk/en/publications/impression-management-and-organizational-audiences-the-fiat-group https://philpapers.org/rec/BOZIMA https://link.springer.com/article/10.1007/s10551-013-1991-9 https://dialnet.unirioja.es/servlet/articulo?codigo=5971324 https://core.ac.uk/download/43098923.pdf,http://dx.doi.org/10.1007/s10551-013-1991-9,,10.1007/s10551-013-1991-9,1979148760,,0,001-150-927-247-894; 001-548-743-014-391; 002-228-031-723-505; 002-316-202-123-249; 002-800-351-395-955; 003-276-274-566-121; 004-259-290-832-014; 006-399-176-500-152; 009-371-295-199-686; 009-798-159-161-547; 010-321-499-951-964; 012-805-278-438-570; 014-255-721-870-130; 014-419-705-584-749; 024-230-198-759-471; 024-424-043-559-243; 024-450-814-627-865; 026-003-596-917-407; 028-495-930-392-172; 029-367-616-694-666; 034-890-582-455-989; 035-705-878-231-502; 044-029-241-335-844; 044-355-535-696-534; 048-205-584-112-98X; 052-269-721-530-107; 052-591-715-463-310; 052-802-334-885-429; 053-455-320-855-336; 054-578-520-377-646; 055-498-815-134-39X; 058-940-245-765-314; 061-677-725-529-209; 062-473-095-312-102; 064-438-261-806-271; 069-533-155-665-652; 073-395-628-481-354; 077-948-455-085-582; 079-106-670-074-511; 081-239-849-079-129; 081-358-631-037-761; 081-876-604-824-444; 085-138-666-150-298; 085-780-722-571-969; 086-721-097-020-008; 089-003-392-887-045; 091-467-394-437-942; 091-929-779-884-931; 098-530-928-269-722; 099-609-400-470-338; 108-177-850-836-702; 111-470-693-535-439; 111-726-609-456-735; 111-769-981-078-013; 113-746-039-326-453; 115-990-313-124-326; 121-707-230-521-714; 123-494-403-535-847; 123-639-215-823-15X; 123-694-573-650-975; 124-614-562-928-402; 127-356-618-215-912; 129-421-152-277-150; 137-278-583-024-367; 141-905-065-353-341; 154-042-304-754-208; 154-362-785-866-659; 166-397-869-216-018; 170-666-261-018-950; 172-001-728-855-119; 175-943-738-973-723; 177-767-647-558-025; 180-373-229-924-527; 189-197-165-376-265,45,true,,green
003-242-055-913-060,"Mapping, Assessing and Improving Legal Preparedness for Pandemic Flu in the United Kingdom",2009-09-01,2009,journal article,Medical Law International,09685332; 20479441,SAGE Publications,United Kingdom,Graeme Laurie; Kathryn G. Hunter,"This article assesses the legal framework within which responses are deployed in the United Kingdom in the face of a pandemic such as the current H1N1 crisis or some other public health emergency. It begins with an account of the importance of legal preparedness as an essential feature of public health preparedness. It moves to an outline of the key legal provisions and parameters which provide the architecture for the existing framework in the UK, both domestically and internationally; thereafter, it identifies relevant factors that can be used to assess the efficacy of current legal preparedness, drawing on comparative experiences. Finally, it offers recommendations on how legal preparedness could be improved within the United Kingdom and in line with international obligations.",10,2,101,137,Public health; Preparedness; Public health preparedness; Public administration; Medicine; Pandemic; Environmental health,,,,,http://journals.sagepub.com/doi/10.1177/096853320901000202 https://researchportal.northumbria.ac.uk/en/publications/mapping-assessing-and-improving-legal-preparedness-for-pandemic-f https://www.research.ed.ac.uk/portal/en/publications/mapping-assessing-and-improving-legal-preparedness-for-pandemic-flu-in-the-united-kingdom(32a6f9fd-6080-47a9-ad9f-2d12b6b66ad9)/export.html https://journals.sagepub.com/doi/10.1177/096853320901000202 http://nrl.northumbria.ac.uk/6663/ https://core.ac.uk/display/9987962 https://core.ac.uk/download/28961691.pdf,http://dx.doi.org/10.1177/096853320901000202,,10.1177/096853320901000202,2122953498,,0,,3,true,,green
003-276-274-566-121,Dialogism in Corporate Social Responsibility Communications: Conceptualising Verbal Interaction Between Organisations and Their Audiences,2013-08-07,2013,journal article,Journal of Business Ethics,01674544; 15730697,Springer Science and Business Media LLC,Netherlands,Niamh Brennan; Doris M. Merkl-Davies; Annika Beelitz,"We conceptualise CSR communication as a process of reciprocal influence between organisations and their audiences. We use an illustrative case study in the form of a conflict between firms and a powerful stakeholder which is played out in a series of 20 press releases over a 2-month period to develop a framework of analysis based on insights from linguistics. It focuses on three aspects of dialogism, namely (i) turn-taking (co-operating in a conversation by responding to the other party), (ii) inter-party moves (the nature and type of interaction characterising a turn, i.e. denial, apology or excuse) and (iii) intertextuality (the intensity and quality of verbal interaction between the parties). We address the question: What is the nature and type of verbal interactions between the parties? First we examine (a) whether the parties verbally interact and then (b) whether the parties listen to each other. We find evidence of dialogism suggesting that CSR communication is an interactive process which has to be understood as a function of the power relations between a firm and a specific stakeholder. Also, we find evidence of intertextuality in press releases by six firms which engage in verbal interaction with the stakeholder. We interpret this as linguistic evidence of isomorphic processes relating to CSR practices resulting from the pressure exerted by a powerful stakeholder. The lack of response by ten firms that fail to issue press releases suggests a strategy of ‘watch-and-wait’ with respect to the outcome of the conflict.",115,4,665,679,Business ethics; Corporate social responsibility; Sociology; Stakeholder; Conversation; Excuse; Denial; Intertextuality; Public relations; Function (engineering); Social psychology,,,,,https://dialnet.unirioja.es/servlet/articulo?codigo=4394132 https://researchrepository.ucd.ie/handle/10197/4948 https://link.springer.com/article/10.1007/s10551-013-1825-9 https://researchrepository.ucd.ie/bitstream/10197/4948/1/04_30_Brennan_Merkl-Davies_Beelitz_Dialogism_and_Intertextuality_in_CSR.pdf https://econpapers.repec.org/article/kapjbuset/v_3a115_3ay_3a2013_3ai_3a4_3ap_3a665-679.htm https://research.bangor.ac.uk/portal/en/researchoutputs/dialogism-in-corporate-social-responsibility-communications-conceptualising-verbal-interaction-between-organisations-and-their-audiences(f0def0f9-1fa1-470a-948a-6d27949e28cc).html https://research.bangor.ac.uk/portal/files/7372698/PDB787-00.pdf https://link.springer.com/article/10.1007/s10551-013-1825-9/fulltext.html https://research.birmingham.ac.uk/en/publications/dialogism-in-corporate-social-responsibility-communications-conce https://philpapers.org/rec/BREDIC https://ideas.repec.org/a/kap/jbuset/v115y2013i4p665-679.html https://core.ac.uk/download/pdf/228892496.pdf,http://dx.doi.org/10.1007/s10551-013-1825-9,,10.1007/s10551-013-1825-9,2035824532,,0,010-321-499-951-964; 010-871-825-424-606; 012-805-278-438-570; 014-477-379-548-456; 016-620-973-977-714; 022-942-456-078-699; 024-570-018-064-172; 028-543-904-861-311; 035-177-364-825-032; 036-919-393-994-114; 037-286-363-835-103; 040-076-055-473-190; 042-016-394-208-373; 043-310-537-609-152; 044-079-267-894-172; 044-349-093-339-175; 044-844-857-345-996; 047-030-217-320-949; 050-487-180-921-537; 054-383-205-749-075; 054-578-520-377-646; 056-493-766-554-358; 059-963-608-933-099; 062-473-095-312-102; 064-091-717-837-982; 077-948-455-085-582; 079-214-206-228-407; 081-920-716-713-04X; 082-725-496-090-962; 082-815-961-326-23X; 086-514-019-962-778; 088-361-205-390-302; 088-919-850-566-219; 090-406-037-700-073; 095-018-514-537-30X; 102-779-852-089-624; 107-436-576-744-131; 108-771-737-734-626; 110-431-524-054-345; 116-206-192-371-578; 119-882-193-101-193; 123-501-909-133-856; 123-639-215-823-15X; 143-182-807-552-291; 151-737-772-776-418; 154-042-304-754-208; 156-645-352-736-739; 157-523-515-335-413; 164-020-839-739-587; 164-724-314-891-872,66,true,cc-by-nc-nd,green
003-675-435-246-339,The Relationship Between Web Content and Web Accessibility at Universities: The Influence of Social and Cultural Factors,2017-05-28,2017,journal article,Social Science Computer Review,08944393; 15528286,SAGE Publications,United States,Pedro Lorca; Javier De Andrés; Ana Belén Martínez,"This research assesses whether universities from varied cultures rank significantly different with respect to the quality of their web contents and with regard to their web accessibility (WA) level. Moreover, this article tests whether universities, which make stronger efforts to improve the quality of their web contents, also take into account WA issues to ease the access to such contents. We use a database containing 399 universities from 16 countries. Main results suggest that universities in Anglo-Saxon countries pay more attention to WA issues and that those in Germanic countries rank significantly higher with regard to web quality contents. On a global basis, there is a significant relationship between the level of accessibility at university webpages and the quality of the web contents. However, if countries are grouped, results are different. While in Germanic, Nordic, and Anglo-Saxon countries, there is no relation between the level of accessibility of university webpages and the quality of the w...",36,3,311,330,Rank (computer programming); Business; Web accessibility; Web page; Web content; Quality (business); Germanic Countries; Web quality; Public relations,,,,,https://journals.sagepub.com/doi/10.1177/0894439317710435 https://digibuo.uniovi.es/dspace/handle/10651/48830 http://journals.sagepub.com/doi/10.1177/0894439317710435 https://digibuo.uniovi.es/dspace/bitstream/10651/48830/1/The%20Relationship.pdf https://core.ac.uk/download/pdf/161645003.pdf,http://dx.doi.org/10.1177/0894439317710435,,10.1177/0894439317710435,2618563346,,0,000-766-007-010-914; 003-344-774-854-877; 004-448-960-257-905; 011-289-486-901-502; 013-622-015-274-257; 014-491-521-266-275; 015-017-819-587-192; 021-656-219-861-280; 022-186-749-026-592; 024-884-895-671-929; 026-628-449-018-68X; 027-204-887-820-637; 027-329-616-984-102; 032-378-801-374-156; 033-856-589-334-228; 034-050-085-347-125; 034-917-181-383-774; 035-556-471-787-086; 037-167-029-540-295; 040-477-605-889-113; 041-299-616-653-98X; 045-929-083-982-850; 048-495-572-653-496; 049-218-170-864-742; 051-451-624-994-043; 059-494-171-626-408; 060-534-044-167-156; 068-046-222-267-562; 069-092-722-678-396; 069-899-668-932-775; 078-493-918-553-564; 086-961-501-296-325; 092-213-573-134-951; 092-546-754-501-779; 100-072-532-695-56X; 102-414-099-908-113; 104-313-906-946-504; 116-931-535-075-968; 117-409-574-938-185; 123-715-146-356-229; 124-318-334-571-054; 130-221-268-439-149; 134-440-123-939-180; 142-445-431-670-323; 149-405-648-877-681; 152-998-806-848-734; 153-044-938-446-71X; 155-752-736-182-381; 165-482-306-955-925; 174-913-230-503-241,5,true,,
005-580-054-115-547,How do firms comply with international sustainability standards? Processes and consequences of adopting the global reporting initiative.,2014-07-22,2014,journal article,Journal of Business Ethics,01674544; 15730697,Springer Science and Business Media LLC,Netherlands,Laurence Vigneau; Michael Humphreys; Jeremy Moon,"This paper addresses the issue of the influence of global governance institutions, particularly international sustainability standards, on a firm’s intra-organizational practices. More precisely, we provide an exploratory empirical view of the impact of the Global Reporting Initiative (GRI) on a multinational corporation’s corporate social responsibility (CSR) management practices. We investigate standard compliance by comparing the stated intention of the use of the GRI with its actual use and the consequent effects within the firm. Based on an in-depth case study, our findings illustrate the processes and consequences of the translation of the GRI within the organization. We show that substantive standard adoption can lead to unintended consequences on CSR management practices; specifically it can influence the management structure and CSR committee function; the choice of CSR activities, the relationships between subsidiaries, the temporal dimension of CSR management and the interpretation of CSR performance. We also highlight the need to look at the relationship dynamics (or lack of) between standards. Finally, we illustrate and discuss the role of reporting and its influence on management in order to better understand the internal issues arising from compliance with standards.",131,2,469,486,Business ethics; Accounting; Subsidiary; Corporate social responsibility; Multinational corporation; Economics; Standardization; Global governance; Unintended consequences; Sustainability,,,,,http://dro.dur.ac.uk/12977/ https://ideas.repec.org/a/kap/jbuset/v131y2015i2p469-486.html https://eprints.ncl.ac.uk/file_store/production/208403/F3510DD2-7300-4F33-B652-F2FC3A1F4A40.pdf https://research.cbs.dk/en/publications/how-do-firms-comply-with-international-sustainability-standards-p https://eprints.ncl.ac.uk/208403 https://dro.dur.ac.uk/12977/ https://econpapers.repec.org/RePEc:kap:jbuset:v:131:y:2015:i:2:p:469-486 https://dialnet.unirioja.es/servlet/articulo?codigo=5989497 https://rd.springer.com/article/10.1007/s10551-014-2278-5 https://philpapers.org/rec/VIGHDF https://link.springer.com/article/10.1007/s10551-014-2278-5 https://core.ac.uk/download/pdf/42124078.pdf,http://dx.doi.org/10.1007/s10551-014-2278-5,,10.1007/s10551-014-2278-5,2015405343,,0,002-026-122-868-261; 002-170-947-446-350; 005-269-303-262-563; 010-062-750-133-061; 010-360-519-122-322; 010-664-928-423-081; 015-271-876-692-523; 017-771-076-509-798; 018-058-758-984-302; 019-255-701-371-109; 019-910-444-030-351; 021-631-615-887-30X; 022-219-148-477-476; 022-512-643-506-628; 023-130-280-001-77X; 023-889-347-100-451; 023-942-295-153-550; 024-119-480-369-252; 025-580-258-105-143; 026-995-242-424-810; 027-625-335-553-863; 027-788-678-459-437; 027-827-119-143-849; 030-752-062-304-270; 031-441-008-488-046; 032-796-113-665-744; 033-360-897-121-428; 033-909-936-100-554; 034-198-332-118-575; 035-556-471-787-086; 038-088-989-699-659; 038-370-529-611-440; 039-746-919-671-229; 039-775-061-635-974; 043-539-643-421-52X; 049-809-771-418-03X; 049-914-262-600-874; 050-382-384-099-281; 052-573-869-758-323; 053-306-946-727-345; 053-307-492-675-29X; 053-741-930-403-633; 054-933-193-504-647; 055-498-815-134-39X; 058-649-481-613-01X; 058-704-179-299-946; 060-590-643-779-572; 061-184-492-608-778; 062-246-856-781-22X; 065-327-083-453-198; 070-831-370-295-149; 071-410-672-738-647; 071-721-685-214-293; 073-335-683-587-616; 073-419-550-796-762; 074-227-528-511-142; 074-329-431-014-307; 075-969-731-195-666; 077-088-591-818-878; 079-266-090-660-971; 080-665-877-144-245; 082-171-985-858-889; 083-290-539-960-451; 083-590-458-238-816; 086-165-750-083-550; 089-249-495-401-124; 092-235-131-089-660; 092-661-204-807-937; 094-948-567-377-80X; 097-213-764-422-536; 103-492-481-923-285; 104-009-776-791-869; 104-185-973-082-618; 104-329-404-127-628; 106-914-318-475-01X; 108-771-737-734-626; 109-480-001-857-400; 109-951-973-523-534; 114-885-988-187-631; 115-045-311-967-796; 115-482-499-323-938; 115-990-313-124-326; 118-194-558-923-654; 127-407-907-479-946; 128-938-475-974-925; 133-014-619-856-233; 134-673-388-036-996; 138-640-592-804-256; 149-056-733-736-960; 149-390-619-475-238; 154-633-481-817-518; 158-479-450-610-920; 158-624-563-487-816; 161-154-860-025-92X; 163-113-889-893-140; 166-319-166-300-914; 169-288-036-326-980; 172-999-637-082-271; 176-243-671-671-358; 176-896-993-447-12X; 178-563-757-060-924; 180-995-580-446-178; 182-454-681-169-449; 183-055-672-070-824; 192-773-467-720-851; 193-666-635-804-521,128,true,cc-by-nc,green
005-836-274-469-802,"Corporate Philanthropy as a Context for Moral Agency, a MacIntyrean Enquiry",2019-05-29,2019,journal article,Journal of Business Ethics,01674544; 15730697,Springer Science and Business Media LLC,Netherlands,Helen Nicholson; Ron Beadle; Richard Slack,"It has been claimed that ‘virtuous structures’ can foster moral agency in organisations. We investigate this in the context of employee involvement in corporate philanthropy, an activity whose moral status has been disputed. Employing Alasdair MacIntyre’s account of moral agency, we analyse the results of eight focus groups with employees engaged in corporate philanthropy in an employee-owned retailer, the John Lewis Partnership. Within this organisational context, Employee–Partners’ moral agency was evidenced in narrative accounts of their engagement in philanthropic activities and in their disputes about the moral status of corporate philanthropy.",167,3,589,603,Business ethics; Sociology; Narrative; Quality of Life Research; Context (language use); Moral agency; Corporate philanthropy; Public relations; Focus group; General partnership,,,,,https://researchportal.northumbria.ac.uk/en/publications/corporate-philanthropy-as-a-context-for-moral-agency-a-macintyrean-enquiry(bb443a88-e0de-45e5-ae16-331712e0c4d3).html https://ideas.repec.org/a/kap/jbuset/v167y2020i3d10.1007_s10551-019-04188-7.html http://nrl.northumbria.ac.uk/39653/ https://link.springer.com/article/10.1007/s10551-019-04188-7 https://researchportal.northumbria.ac.uk/files/20062435/Corporate_Philanthropy_and_Moral_Agency_Revised_for_JBE.pdf https://researchportal.northumbria.ac.uk/en/publications/corporate-philanthropy-as-a-context-for-moral-agency-a-macintyrea https://northumbria-test.eprints-hosting.org/id/document/257174 https://dro.dur.ac.uk/28190/ https://link.springer.com/content/pdf/10.1007/s10551-019-04188-7.pdf http://dro.dur.ac.uk/28190/ https://core.ac.uk/download/210991296.pdf,http://dx.doi.org/10.1007/s10551-019-04188-7,,10.1007/s10551-019-04188-7,2947496135,,0,000-508-139-049-78X; 003-089-105-705-22X; 004-531-698-940-406; 004-586-822-908-509; 005-062-912-251-60X; 005-215-989-986-65X; 006-542-009-625-643; 007-024-418-910-855; 007-386-227-475-326; 009-298-467-314-401; 010-129-031-257-870; 010-711-321-279-019; 010-773-891-470-61X; 011-340-899-646-221; 011-484-639-550-55X; 014-140-218-278-05X; 014-904-025-590-079; 015-237-054-969-598; 015-849-095-943-498; 016-230-603-947-813; 016-823-321-878-171; 018-428-840-535-237; 018-734-592-903-904; 019-243-780-269-613; 019-728-473-132-428; 020-287-054-795-520; 020-978-055-506-228; 022-926-853-165-534; 024-127-067-362-241; 024-466-109-014-664; 025-824-988-198-327; 029-971-093-459-106; 031-071-121-563-559; 034-637-570-445-581; 034-895-558-808-214; 037-723-871-102-726; 038-144-356-479-158; 042-616-784-769-87X; 042-630-617-443-97X; 045-302-335-158-050; 045-349-341-849-657; 048-447-319-519-449; 049-977-856-108-48X; 051-974-821-573-208; 052-284-678-349-665; 053-250-277-306-550; 055-039-030-422-276; 057-222-951-251-166; 057-912-606-554-13X; 059-249-189-983-05X; 060-538-602-287-469; 060-793-907-247-503; 061-045-579-488-457; 061-508-192-174-013; 066-615-797-685-380; 066-871-325-195-327; 069-904-185-687-203; 073-183-273-314-981; 076-422-996-887-892; 076-447-432-947-627; 076-735-104-175-134; 078-046-081-912-929; 078-668-058-406-602; 081-740-163-783-567; 087-564-855-659-506; 088-291-633-928-614; 091-598-418-154-85X; 092-442-266-304-921; 098-019-184-236-179; 103-157-722-929-015; 105-705-804-907-482; 110-785-895-692-408; 113-062-815-471-964; 127-359-238-523-212; 128-015-331-394-782; 128-963-760-985-10X; 132-097-781-814-963; 135-653-502-245-985; 136-008-905-103-150; 136-217-505-352-095; 138-075-422-975-520; 146-857-277-144-232; 147-469-477-993-759; 148-991-520-385-483; 149-047-430-387-981; 158-452-023-689-873; 160-053-242-231-874; 161-882-711-492-247; 162-449-011-676-570; 165-499-566-806-732; 168-901-470-357-41X; 169-871-460-493-989; 175-858-317-266-952; 179-310-684-387-942; 188-127-699-489-176,5,true,cc-by,hybrid
005-859-974-592-555,"Working for free illegal employment practices, ‘off the books’ work and the continuum of legality within the service economy",2018-09-15,2018,journal article,Trends in Organized Crime,10844791; 19364830,Springer Science and Business Media LLC,United States,Anthony Lloyd,"Much of the literature on illegal labour focuses on the exploitation of illegal migrants and, by extension, the trafficking and smuggling networks that transport them to destination countries. Using evidence from two projects that investigated working conditions in the formal service economy, the paper presents evidence of ‘off the books’ work, illegal employment practices such as denial of benefits and the minimum wage, as well as work trials where labour is exploited for free. By considering political economic imperatives, this paper argues that employees in both the formal and informal economy are dispossessed of rights, pay, benefits and security in order for employers to profit by surplus value and the circulation of capital. The real ‘organised crime’ of illegal labour is neoliberal political economy and its decimation of employment protection.",23,1,77,93,Neoliberalism; Labour economics; Organised crime; Minimum wage; Surplus value; Service economy; Principle of legality; Informal sector; Politics,,,,,https://research.tees.ac.uk/en/publications/working-for-free-illegal-employment-practices-off-the-books-work- https://link.springer.com/article/10.1007/s12117-018-9351-x https://research.tees.ac.uk/ws/files/4376705/Working_for_Free_Post_Print.pdf https://core.ac.uk/download/pdf/196166460.pdf,http://dx.doi.org/10.1007/s12117-018-9351-x,,10.1007/s12117-018-9351-x,2889870727,,0,000-952-971-586-63X; 005-464-233-689-660; 007-825-587-283-426; 010-460-784-871-015; 012-820-865-569-685; 013-091-592-968-777; 013-272-087-157-853; 013-985-862-873-376; 017-026-372-126-310; 018-090-394-934-055; 019-596-158-858-585; 020-168-264-764-691; 024-600-848-262-594; 026-030-711-652-648; 041-633-538-358-416; 044-272-022-494-431; 044-604-848-327-662; 046-132-716-588-676; 050-443-987-716-871; 052-864-264-317-63X; 053-409-206-782-658; 055-182-542-811-111; 057-984-396-854-398; 059-167-651-016-854; 061-012-411-343-907; 061-592-727-472-506; 064-076-774-543-715; 065-404-209-269-123; 066-033-067-575-390; 068-690-771-030-194; 069-776-616-934-103; 071-758-428-739-119; 075-115-816-183-761; 076-621-224-060-205; 078-291-325-396-625; 081-050-134-994-930; 081-683-703-494-961; 082-287-354-170-29X; 083-061-097-838-117; 086-226-992-258-92X; 086-257-157-872-928; 087-719-358-461-535; 088-889-066-364-213; 089-939-725-598-793; 093-699-891-349-295; 102-008-607-148-170; 102-100-420-769-42X; 108-463-886-087-296; 112-990-368-170-654; 117-030-883-188-465; 118-014-412-290-355; 127-001-973-123-681; 133-422-068-574-645; 135-559-794-745-998; 136-983-841-530-738; 140-566-225-366-193; 141-872-683-036-513; 144-905-987-061-168; 145-823-769-085-150; 153-647-937-404-14X; 168-164-847-342-166; 173-096-242-018-960; 182-116-602-914-26X; 183-441-969-111-493; 184-666-774-710-182; 188-203-909-664-377; 194-750-152-095-888,5,true,cc-by-nc-nd,green
007-102-542-265-030,"‘Free prior and informed consent’, social complexity and the mining industry: Establishing a knowledge base",,2014,journal article,Resources Policy,03014207,Elsevier BV,United Kingdom,John R. Owen; Deanna Kemp,"Abstract ׳Free prior and informed consent׳ (FPIC) has emerged as an influential theme in contemporary debates about mining and development. This paper considers the social knowledge base required to actualize the notion of FPIC in particular mining contexts. FPIC introduces heightened social performance requirements at a time where many mining companies are still grappling with the fundamentals of their corporate social responsibilities (CSR). The authors critically review the character of the current FPIC debate as it relates to mining, and outline four conditional factors required to safeguard against social risk. They posit that such risk could be exacerbated by mining companies that fail to comprehensively account for social context and conditionalities. Given the industry׳s broad-based discursive engagement with FPIC, there is an urgent need to extend the current debate beyond legal application and engage with other, equally important, base concepts from the social sciences for the operationalization of FPIC.",41,1,91,100,Social environment; Corporate social responsibility; Economics; Theme (narrative); Free  prior and informed consent; Public relations; Knowledge base; Social complexity; Sustainable development; Operationalization,,,,,https://ideas.repec.org/a/eee/jrpoli/v41y2014icp91-100.html https://www.sciencedirect.com/science/article/pii/S0301420714000300 https://econpapers.repec.org/RePEc:eee:jrpoli:v:41:y:2014:i:c:p:91-100 https://core.ac.uk/display/82342776 https://www.sciencedirect.com/science/article/abs/pii/S0301420714000300 https://www.sciencedirect.com/science/article/pii/S0301420714000300#! https://espace.library.uq.edu.au/view/UQ:331209 https://www.taylorfrancis.com/books/9781315150000/chapters/10.4324/9781315150000-15 https://core.ac.uk/download/pdf/82342776.pdf,http://dx.doi.org/10.1016/j.resourpol.2014.03.006,,10.1016/j.resourpol.2014.03.006,2075203028,,0,001-710-095-154-830; 003-664-641-398-751; 005-277-475-387-557; 005-552-995-437-355; 006-673-300-759-890; 007-299-383-054-181; 008-390-980-439-155; 010-823-955-737-807; 015-451-600-563-761; 018-064-673-011-545; 020-564-821-198-253; 020-616-964-157-813; 024-291-526-083-28X; 024-500-664-111-611; 025-516-667-353-758; 027-081-030-412-565; 028-217-976-174-605; 029-649-794-915-711; 034-981-970-573-366; 035-496-483-983-656; 036-115-337-814-63X; 037-676-115-510-354; 042-688-711-209-508; 047-538-120-106-02X; 047-833-698-524-465; 048-486-561-647-176; 051-002-521-737-497; 055-472-439-790-91X; 055-538-038-254-306; 071-805-706-737-105; 084-287-588-699-412; 085-189-071-250-636; 089-132-811-347-678; 089-805-807-948-159; 098-214-880-693-609; 098-262-565-082-580; 098-626-642-503-591; 104-108-285-306-455; 104-386-568-482-58X; 104-464-722-728-383; 110-241-400-357-603; 112-502-003-107-315; 123-635-934-641-864; 128-145-126-705-022; 130-093-027-567-39X; 141-243-934-941-306; 160-825-911-781-871; 181-182-383-288-703; 186-316-541-382-176; 197-553-648-596-797,67,true,cc-by-nc-sa,hybrid
007-208-906-127-647,Drama and Discounting in the Relational Dynamics of Corporate Social Responsibility,2020-08-03,2020,journal article,Journal of Business Ethics,01674544; 15730697,Springer Science and Business Media LLC,Netherlands,Georgiana Grigore; Mike Molesworth; Andreea Vonțea; Abdullah Hasan Basnawi; Ogeday Celep; Sylvian Patrick Jesudoss,"<jats:title>Abstract</jats:title><jats:p>Employing theoretical resources from Transactional Analysis (TA) and drawing from interviews with managers dealing with social or environmental issues in their role, we explain how CSR activity provides a context for dramas in which actors may ignore, or discount aspects of self, others, and the contexts of their work as they maintain and reproduce the roles of Rescuers, Persecutors and Victims. In doing so, we add to knowledge about CSR by providing an explanation for how the contradictions of CSR are avoided in practice even when actors may be aware of them. Specifically, we theorise how CSR work can produce dramatic stories where adversity is apparently overcome, whilst little is actually achieved at the social level. We also add to the range of psychoanalytic tools used to account for organisational behaviours, emphasising how TA can explain the relational dynamics of CSR.</jats:p>",174,1,65,88,,,,,,https://core.ac.uk/download/345586763.pdf,http://dx.doi.org/10.1007/s10551-020-04591-5,,10.1007/s10551-020-04591-5,,,0,000-260-354-529-51X; 000-352-920-180-585; 003-970-227-844-256; 005-486-517-820-664; 005-979-208-272-380; 007-952-024-645-819; 009-024-987-910-508; 016-191-889-986-762; 016-411-180-460-079; 017-147-261-575-907; 020-859-825-846-623; 029-462-637-986-399; 034-876-878-504-355; 035-501-242-111-439; 036-860-689-410-612; 045-361-348-590-328; 046-028-982-502-345; 050-114-649-245-707; 056-397-944-127-915; 057-867-589-597-196; 059-425-971-335-124; 061-063-973-783-744; 061-278-932-776-677; 072-337-088-873-370; 082-441-607-456-302; 087-431-725-240-126; 093-708-180-619-14X; 094-439-254-001-283; 094-620-439-196-263; 098-340-723-617-124; 101-755-895-586-804; 106-001-091-416-253; 111-963-768-580-775; 124-259-253-128-547; 131-294-950-045-808; 134-895-603-560-322; 146-434-676-699-812; 152-768-066-639-326; 153-285-614-820-178; 166-834-695-636-970; 168-809-337-975-903; 185-050-475-065-604,3,true,cc-by,hybrid
007-627-773-465-357,CISOs and organisational culture: Their own worst enemy?,,2013,journal article,Computers & Security,01674048,Elsevier BV,United Kingdom,Debi Ashenden; Angela Sasse,"Many large organisations now have a Chief Information Security Officer (CISO). While it may seem obvious that their role is to define and deliver organisational security goals, there has been little discussion on what makes a CISO able to deliver this effectively. In this paper, we report the results from 5 in-depth interviews with CISOs, which were analysed using organisational behaviour theory. The results show that the CISOs struggle to gain credibility within their organisation due to: a perceived lack of power, confusion about their role identity, and their inability to engage effectively with employees. We conclude that as the CISO role continues to develop CISOs need to reflect on effective ways of achieving credibility in their organisations and, in particular, to work on communicating with employees and engaging them in security initiatives. We also identify a key responsibility for effective CISOs; that is to remove the blockages that prevent information security from becoming 'business as usual' rather than a specialist function. For researchers, our findings offer a new piece of the emerging picture of human factors in information security initiatives.",39,,396,405,Business; Information security management; Officer; Security awareness; Credibility; Public relations; Adversary; Information security; Knowledge management; Organizational culture; Function (engineering),,,,,https://researchportal.port.ac.uk/en/publications/cisos-and-organisational-culture-their-own-worst-enemy https://www.sciencedirect.com/science/article/pii/S0167404813001338 http://dro.deakin.edu.au/view/DU:30131763 https://puredev.port.ac.uk/en/publications/cisos-and-organisational-culture-their-own-worst-enemy https://dl.acm.org/doi/10.1016/j.cose.2013.09.004 http://www.sciencedirect.com/science/article/pii/S0167404813001338 http://discovery.ucl.ac.uk/1417350/ https://dblp.uni-trier.de/db/journals/compsec/compsec39.html#AshendenS13 https://core.ac.uk/download/pdf/19418874.pdf,http://dx.doi.org/10.1016/j.cose.2013.09.004,,10.1016/j.cose.2013.09.004,1972093152,,0,000-965-622-221-985; 007-410-656-553-801; 010-031-096-624-824; 011-524-199-945-542; 013-887-414-405-481; 014-714-332-434-415; 017-167-454-912-226; 020-878-144-838-613; 030-412-132-629-193; 037-813-655-903-413; 039-587-992-216-489; 043-941-012-565-004; 050-124-642-030-550; 052-179-911-688-459; 066-761-899-794-874; 071-785-988-679-648; 089-189-936-578-151; 099-953-536-244-48X; 101-887-160-106-624; 117-401-615-704-128; 133-655-614-253-185; 159-830-501-163-377; 170-469-701-706-27X; 174-338-470-220-488; 182-307-180-246-506; 182-314-533-159-957; 192-805-104-475-264,45,true,,green
007-695-222-032-154,"Foreign directors, indigenous directors and dividend payout structure in Nigerian deposit money banks",2019-07-04,2019,journal article,Banks and Bank Systems,18167403; 19917074,LLC CPC Business Perspectives,Ukraine,Damilola Felix Eluyela; D. T. Adetula; Olusegun Barnabas Obasaju; Emmanuel Ozordi; Olamide Oluwabusola Akintimehin; Olabisi Popoola,"This paper aims to examine the influence foreign and indigenous directors have on; determining firms’ dividend payout structure. The population for this study is the fifteen deposit money banks listed on the Nigerian Stock Exchange. Using a random; sampling technique, a sample of 14 deposit money banks for the 2010 to 2017 period; was taken. The total observations used for the work was 112. The study adopted a panel; data methodology, which was estimated with a random-effect model. It was observed; that a significant relationship exists between foreign directors and the dependent variable (dividend payout structure). The dividend payout structure by dividend per share; of sampled firms was measured. This study will improve analysts and investors’ understanding of dividend policy by giving them insights in identifying the main determinants of dividend policy. For policy makers, this study reinforces the fact that good; corporate governance is important to develop financial markets and improve the firm; value; Keywords; corporate policy, corporate governance, dividend per; share, foreign ownership, panel random effects; JEL Classification; G21, G35, M41",14,2,181,189,Dividend; Dividend payout ratio; Business; Financial market; Stock exchange; Foreign ownership; Corporate governance; Monetary economics; Dividend policy; Panel data,,,,,http://eprints.lmu.edu.ng/2439/ https://www.businessperspectives.org/journals/banks-and-bank-systems/issue-320/foreign-directors-indigenous-directors-and-dividend-payout-structure-in-nigerian-deposit-money-banks https://core.ac.uk/download/232191037.pdf,http://dx.doi.org/10.21511/bbs.14(2).2019.16,,10.21511/bbs.14(2).2019.16,2955523167,,0,001-163-636-888-555; 001-169-734-948-256; 003-142-583-597-614; 005-167-787-579-171; 005-624-232-110-098; 017-676-278-270-871; 021-629-952-922-062; 022-824-590-553-166; 025-351-846-880-008; 034-798-392-414-762; 035-252-602-058-340; 037-393-234-967-170; 040-207-468-644-573; 042-118-389-866-870; 042-319-413-776-64X; 054-694-553-053-590; 057-911-678-755-366; 059-210-312-762-503; 059-529-944-813-326; 079-197-277-476-326; 081-798-659-897-375; 085-648-440-282-685; 090-643-204-612-994; 095-803-014-633-104; 102-773-636-319-838; 132-497-401-094-072; 133-107-851-171-952; 138-824-030-417-71X; 148-365-418-058-349; 165-226-644-654-727; 168-836-540-284-562; 176-530-189-873-279; 198-962-180-465-102,9,true,cc-by,gold
007-726-882-174-27X,Catering to the Needs of an Aging Workforce: The Role of Employee Age in the Relationship Between Corporate Social Responsibility and Employee Satisfaction,2015-12-18,2015,journal article,Journal of Business Ethics,01674544; 15730697,Springer Science and Business Media LLC,Netherlands,Barbara Wisse; Rob van Eijbergen; Eric F. Rietzschel; Susanne Scheibe,"Contemporary organizations often reciprocate to society for using resources and for affecting stakeholders by engaging in corporate social responsibility (CSR). It has been shown that CSR has a positive impact on employee attitudes. However, not all employees may react equally strongly to CSR practices. Based on socio-emotional selectivity theory (Carstensen in Science 312:1913–1915, 2006), we contend that the effect of CSR on employee satisfaction will be more pronounced for older than for younger employees, because CSR practices address those emotional needs and goals that are prioritized when people’s future time perspective decreases. In one multi-source field study (N = 143) and one experimental study (N = 500), we demonstrate that CSR indeed has a stronger positive effect on employee satisfaction for older relative to younger employees. Accordingly, engaging in CSR can be an attractive tool for organizations that aim to keep their aging workforce satisfied with their job.",147,4,875,888,Socioemotional selectivity theory; Business ethics; Corporate social responsibility; Business; Aging in the American workforce; Job satisfaction; Organizational justice; Time perspective; Public relations; Employee engagement,,,,,https://link.springer.com/article/10.1007/s10551-015-2983-8 https://ideas.repec.org/a/kap/jbuset/v147y2018i4d10.1007_s10551-015-2983-8.html https://dialnet.unirioja.es/servlet/articulo?codigo=7364324 https://www.rug.nl/research/portal/en/publications/catering-to-the-needs-of-an-aging-workforce(d569b886-a9ac-420e-bddf-b41e97801f10).html https://www.narcis.nl/publication/RecordID/oai%3Aresearch.vu.nl%3Apublications%2Ff50187ad-c851-47e1-b10d-231108a9f8d8 https://paperity.org/p/74888634/catering-to-the-needs-of-an-aging-workforce-the-role-of-employee-age-in-the-relationship https://core.ac.uk/display/81616253 https://dro.dur.ac.uk/19187/ https://research.vu.nl/en/publications/catering-to-the-needs-of-an-aging-workforce-the-role-of-employee- http://dro.dur.ac.uk/19187/ https://link.springer.com/article/10.1007/s10551-015-2983-8/fulltext.html https://EconPapers.repec.org/RePEc:kap:jbuset:v:147:y:2018:i:4:d:10.1007_s10551-015-2983-8 https://link.springer.com/content/pdf/10.1007%2Fs10551-015-2983-8.pdf https://www.rug.nl/research/portal/publications/catering-to-the-needs-of-an-aging-workforce(d569b886-a9ac-420e-bddf-b41e97801f10).html https://philpapers.org/rec/WISCTT https://core.ac.uk/download/pdf/42130179.pdf,http://dx.doi.org/10.1007/s10551-015-2983-8,,10.1007/s10551-015-2983-8,2280802756,,0,002-180-358-740-323; 004-233-510-966-298; 006-300-849-811-770; 008-167-391-472-051; 008-272-816-362-267; 008-811-595-655-241; 009-024-987-910-508; 010-273-283-483-918; 010-734-478-175-578; 011-829-603-506-558; 012-490-887-651-402; 013-796-317-992-537; 019-120-279-616-351; 019-605-734-016-59X; 020-955-785-777-896; 021-469-923-114-111; 022-515-290-942-312; 023-231-757-537-217; 023-327-306-800-174; 023-371-512-048-313; 024-127-309-460-144; 024-815-787-987-361; 025-501-427-492-183; 027-008-567-891-999; 029-820-158-310-276; 030-119-453-588-254; 030-355-778-585-056; 030-678-383-833-883; 031-113-980-843-711; 031-480-455-184-062; 032-587-781-576-199; 034-884-431-260-18X; 035-485-649-808-871; 036-255-494-583-497; 036-314-938-837-281; 036-685-861-488-206; 039-477-690-947-254; 039-577-347-226-431; 040-550-065-668-819; 042-534-131-021-574; 042-628-755-948-383; 043-682-295-217-574; 045-263-840-016-02X; 049-169-077-541-836; 049-574-028-810-242; 050-749-889-255-727; 053-156-738-322-203; 054-016-854-203-692; 058-380-446-541-293; 060-571-945-430-102; 064-141-551-015-040; 067-736-898-510-464; 068-974-219-212-175; 070-194-691-022-687; 073-792-416-479-745; 074-443-695-836-311; 076-425-586-383-644; 079-974-520-170-081; 086-466-070-379-541; 096-581-408-999-868; 098-728-565-735-758; 104-378-764-328-037; 106-959-911-159-850; 118-349-433-341-654; 120-825-895-056-053; 131-376-476-017-752; 131-447-132-978-766; 135-723-707-526-79X; 135-860-177-929-217; 136-493-473-929-822; 141-424-035-303-573; 151-487-192-562-22X; 151-999-065-318-418; 153-758-887-592-286; 161-000-025-719-918; 164-211-103-668-001; 173-065-824-189-266; 176-755-061-210-959; 178-678-901-392-916; 182-983-535-150-065; 192-368-533-735-324,36,true,cc-by,hybrid
008-411-731-699-300,Trust Issues and Engaged Buddhism: The Triggers for Skillful Managerial Approaches,2019-09-04,2019,journal article,Journal of Business Ethics,01674544; 15730697,Springer Science and Business Media LLC,Netherlands,Mai Chi Vu; Trang Thi Thu Tran,"As a transitional economy, Vietnam has undergone tremendous changes over recent decades within a ‘fusion’ context that blends both traditional and modern values from its complex history. However, few studies have explored how contemporary issues in the context of Vietnam have brought both obstacles and skillful initiatives to managerial approaches to doing business. We draw on the concepts of social trust and institutional theory to explore how informal institutions such as religious forces can contribute to the development of individual trust and whether individuals are willing to extend trust beyond familial networks. We contribute to the notion of a moral conception of trust by exploring how Buddhism in particular has initiated distinctive managerial approaches in the context of Vietnam, in response to dilemmas of social trust. Our findings highlight that as an informal institution, engaged Buddhism yields significant impact on the formation of social trust. We carried out in-depth interviews in Vietnam with 33 organizational leaders who were Buddhist practitioners, using thematic analysis to elucidate our findings and arguments. The study reveals how the incorporation of Buddhist principles has fostered context-sensitive, non-extreme, and reflexive managerial approaches to enhance morality as a response to social trust issues.",169,1,77,102,Business ethics; Reflexivity; Sociology; Institutional theory; Morality; Context (language use); Institution; Public relations; Thematic analysis; Buddhism,,,,,https://link.springer.com/content/pdf/10.1007/s10551-019-04273-x.pdf https://northumbria-test.eprints-hosting.org/id/document/257368 http://nrl.northumbria.ac.uk/40557/ https://researchportal.northumbria.ac.uk/en/publications/trust-issues-and-engaged-buddhism-the-triggers-for-skillful-manag https://ideas.repec.org/a/kap/jbuset/v169y2021i1d10.1007_s10551-019-04273-x.html https://philpapers.org/rec/VUTIA https://link.springer.com/article/10.1007/s10551-019-04273-x https://researchportal.northumbria.ac.uk/en/publications/trust-issues-and-engaged-buddhism(f492cd38-c579-43de-b8ca-5b3cb89d1166).html https://core.ac.uk/download/227454312.pdf,http://dx.doi.org/10.1007/s10551-019-04273-x,,10.1007/s10551-019-04273-x,2971925999,,0,000-071-607-559-555; 000-693-772-090-558; 000-770-616-141-84X; 000-975-110-125-227; 001-297-051-105-707; 001-458-736-965-851; 001-526-378-834-510; 002-253-019-464-568; 006-977-169-016-68X; 007-677-952-249-436; 008-393-841-235-455; 008-892-198-599-861; 009-373-382-471-886; 012-251-739-790-058; 014-862-471-548-265; 015-571-000-298-956; 015-792-104-547-194; 017-112-076-545-650; 017-651-759-676-169; 017-900-921-456-186; 018-239-595-578-299; 021-580-384-933-630; 022-330-579-637-641; 023-178-206-415-133; 023-533-047-017-536; 024-073-061-893-542; 024-471-431-654-244; 025-512-100-117-991; 026-934-717-209-69X; 027-183-652-254-212; 027-564-869-338-627; 028-397-989-939-612; 028-441-376-704-330; 028-475-938-569-042; 029-886-928-948-850; 032-270-968-457-004; 032-749-763-601-337; 032-805-508-060-338; 034-748-004-612-826; 035-051-823-297-424; 035-138-596-128-090; 036-036-150-404-184; 036-246-018-202-476; 038-371-680-127-146; 038-786-731-166-618; 039-040-538-299-81X; 039-447-750-217-53X; 040-420-304-286-661; 044-167-001-937-323; 047-803-479-526-447; 048-844-101-226-212; 050-011-980-193-773; 052-049-753-726-193; 053-152-853-877-062; 054-387-797-951-290; 055-017-382-968-654; 055-632-607-648-016; 056-122-483-667-552; 056-659-967-889-207; 059-562-642-928-202; 060-539-856-901-54X; 060-867-386-327-194; 065-916-681-296-028; 066-276-287-415-459; 066-594-274-033-623; 068-746-977-170-205; 069-529-392-033-825; 071-253-073-856-450; 073-564-249-616-030; 074-013-367-597-008; 074-954-594-222-550; 074-954-726-999-178; 075-411-535-082-135; 078-604-700-979-73X; 081-522-452-440-004; 081-608-676-438-955; 083-272-797-520-409; 085-593-506-320-504; 086-285-005-719-092; 091-521-652-064-574; 092-534-956-970-84X; 096-892-422-028-708; 097-466-058-559-020; 097-474-679-651-348; 098-688-957-381-895; 099-953-330-898-859; 100-258-428-665-729; 100-483-505-148-495; 100-878-247-267-93X; 101-163-494-212-44X; 101-905-900-287-464; 103-712-568-941-605; 104-805-754-403-033; 107-605-926-265-849; 108-231-559-139-092; 111-248-597-537-971; 111-752-857-667-40X; 114-074-549-932-653; 116-632-759-864-448; 117-218-992-938-311; 117-296-123-705-368; 118-478-734-276-172; 118-820-838-031-437; 119-968-193-171-754; 120-164-498-230-155; 123-000-251-125-01X; 124-536-975-953-55X; 124-738-192-852-184; 125-815-462-146-865; 127-076-514-010-940; 128-205-371-614-214; 130-469-528-394-856; 131-919-199-124-709; 134-412-190-590-953; 134-851-817-661-28X; 136-410-536-714-76X; 138-347-818-556-02X; 139-178-471-279-212; 139-567-933-762-399; 140-268-482-166-840; 141-465-925-293-611; 150-975-963-538-209; 156-384-978-890-209; 160-039-061-669-526; 162-702-376-939-210; 163-958-908-851-347; 168-867-890-175-157; 170-898-483-106-596; 175-686-553-890-484; 178-433-590-125-523; 181-353-271-971-405; 182-175-049-502-584; 188-300-961-841-304; 188-588-010-561-716; 188-984-030-236-747; 199-433-077-379-794; 199-771-657-701-040,22,true,cc-by,hybrid
008-437-521-161-698,Board Diversity and Corporate Social Disclosure: Evidence from Vietnam,2016-08-09,2016,journal article,Journal of Business Ethics,01674544; 15730697,Springer Science and Business Media LLC,Netherlands,Trang Cam Hoang; Indra Abeysekera; Shiguang Ma,"Debates around sound corporate governance propose board diversity as a key attribute to sufficiently challenge executive management for stakeholder engagement. This study contributes to this debate by empirically investigating the effect of board diversity on corporate social disclosure (CSD) of Vietnamese listed firms. The study finds a significantly positive effect of diversity-in-boards (dissimilarities among directors within a board, i.e., demographic attributes of board members) on CSD while diversity-of-boards (dissimilarities among firm boards, i.e., board structure) has no effect on CSD. The results contribute by showing that a single theoretical approach can provide an adequate explanation for board diversity. The study contributes methodologically by demonstrating the design and measurement of board diversity indices, and a three-dimensional stakeholder-relevant CSD index. The findings benefit regulators and corporate executives in better understanding firms’ CSD practices and stakeholders’ expectations.",151,3,833,852,Vietnamese; Business ethics; Accounting; Business; Quality of Life Research; Diversity (business); Stakeholder engagement; Index (economics); Board structure; Corporate governance,,,,,https://link.springer.com/article/10.1007/s10551-016-3260-1 https://ideas.repec.org/a/kap/jbuset/v151y2018i3d10.1007_s10551-016-3260-1.html https://ro.uow.edu.au/cgi/viewcontent.cgi?article=1965&context=buspapers https://ro.uow.edu.au/buspapers/959/ https://researchers.cdu.edu.au/en/publications/board-diversity-and-corporate-social-disclosure-evidence-from-vie https://link.springer.com/article/10.1007/s10551-016-3260-1/fulltext.html https://core.ac.uk/display/81226886 https://dialnet.unirioja.es/servlet/articulo?codigo=7370012 https://philpapers.org/rec/HOABDA https://core.ac.uk/download/81226886.pdf,http://dx.doi.org/10.1007/s10551-016-3260-1,,10.1007/s10551-016-3260-1,2525436726,,0,001-712-413-256-453; 002-261-430-019-253; 002-994-269-455-347; 003-469-130-201-570; 005-659-837-866-058; 006-277-836-041-524; 007-564-629-371-318; 009-780-961-991-868; 010-531-336-340-291; 013-405-702-528-334; 013-950-326-361-078; 014-666-047-992-844; 016-303-165-487-275; 017-012-395-580-930; 017-848-841-058-959; 018-633-424-296-938; 018-862-435-833-718; 019-811-080-072-29X; 020-304-051-329-18X; 021-583-593-214-716; 022-382-623-818-517; 022-583-600-972-280; 027-208-805-619-111; 030-044-006-721-03X; 030-839-805-707-524; 032-027-382-592-778; 033-004-784-882-473; 036-095-857-178-643; 036-482-096-380-504; 037-569-209-492-587; 038-031-045-790-861; 039-359-801-783-823; 042-867-384-620-028; 043-012-577-504-667; 050-108-754-240-704; 055-773-672-952-080; 056-026-626-962-891; 056-180-532-508-562; 057-631-709-495-370; 060-430-535-275-462; 066-208-044-793-59X; 066-677-339-051-018; 068-534-331-729-554; 069-804-273-691-570; 072-087-175-214-622; 072-241-716-502-065; 072-432-832-025-480; 072-546-740-834-294; 075-962-355-010-303; 081-140-679-758-603; 081-991-175-875-65X; 083-017-296-098-344; 083-982-650-365-180; 086-452-436-562-512; 088-460-209-403-215; 093-121-558-186-313; 093-409-895-977-135; 094-503-600-971-404; 094-907-662-376-599; 097-303-362-167-295; 098-051-892-728-916; 098-615-018-246-276; 099-169-442-324-498; 103-275-372-289-480; 112-666-511-616-360; 113-955-213-695-117; 116-075-415-601-338; 116-384-208-903-949; 116-870-074-840-922; 117-945-623-675-14X; 123-548-554-472-100; 123-899-687-687-732; 124-376-846-389-382; 126-455-518-335-826; 130-380-649-477-083; 130-968-312-177-330; 131-815-572-514-89X; 141-367-942-838-645; 146-379-268-595-433; 150-776-319-537-65X; 165-315-605-223-435; 169-937-749-398-631; 170-312-705-806-774; 181-815-895-138-482; 191-332-841-651-80X; 196-328-065-901-326,54,true,,green
008-905-433-857-200,Public Versus Private Sector Procurement Ethics and Strategy: What Each Sector can Learn from the Other,2011-05-10,2011,journal article,Journal of Business Ethics,01674544; 15730697,Springer Science and Business Media LLC,Netherlands,Timothy G. Hawkins; Michael J. Gravier; Edward H. Powley,"The government purchasing market constitutes the largest business sector in the world. While marketers would benefit from a deep understanding of both sectors, how the two sectors differ in terms of ethics and strategy largely remains unknown. The purpose of this research, therefore, is to explore differences between the for-profit and not-for-profit sectors on two critical aspects of business-to-business procurement: ethics and strategy. Using survey data from a sample of 328 procurement professionals in the for-profit and not-for-profit sectors, key differences are explored. Findings suggest that buyers in the for-profit sector are more likely to behave opportunistically. Conversely, the buyers’ leaders in the not-for-profit sector behave more opportunistically and are more willing to turn a blind eye to their subordinate buyers’ opportunistic behaviors. In addition, key differences in procurement strategy are unveiled suggesting that not-for-profit procurement practices have some room for improvement. Based on the findings, theoretical and managerial implications are drawn, and a future research agenda is proposed.",103,4,567,586,Business ethics; Private sector; Opportunism; Business sector; Government; Economics; Marketing; Survey data collection; Procurement; Purchasing; Public relations,,,,,https://digitalcommons.bryant.edu/cgi/viewcontent.cgi?article=1023&context=mark_jou https://ideas.repec.org/a/kap/jbuset/v103y2011i4p567-586.html https://core.ac.uk/display/56735549 https://rd.springer.com/article/10.1007/s10551-011-0881-2 https://econpapers.repec.org/article/kapjbuset/v_3a103_3ay_3a2011_3ai_3a4_3ap_3a567-586.htm https://philpapers.org/rec/HAWPVP https://dialnet.unirioja.es/servlet/articulo?codigo=3752074 https://link.springer.com/10.1007/s10551-011-0881-2 https://digitalcommons.bryant.edu/mark_jou/28/ https://core.ac.uk/download/56735549.pdf,http://dx.doi.org/10.1007/s10551-011-0881-2,,10.1007/s10551-011-0881-2,2148507804,,0,000-193-996-663-30X; 001-262-274-011-134; 001-680-579-289-614; 003-703-864-360-098; 004-443-372-026-198; 006-330-356-204-996; 008-432-011-808-903; 008-514-836-440-831; 008-588-617-285-503; 008-762-290-187-194; 009-292-371-162-047; 009-299-623-546-736; 009-339-961-518-07X; 010-854-534-444-434; 014-061-106-112-148; 015-320-715-465-07X; 017-301-878-076-764; 018-733-214-750-299; 018-809-502-827-308; 019-501-159-415-87X; 019-623-803-893-73X; 020-366-670-021-807; 021-290-763-481-261; 021-342-790-377-859; 021-363-879-139-016; 022-509-785-910-67X; 023-312-275-687-970; 023-604-880-685-054; 028-518-552-428-404; 029-075-735-657-118; 030-641-209-765-433; 031-473-618-652-225; 033-061-712-087-105; 037-973-592-679-874; 041-781-348-238-610; 045-360-249-006-267; 046-416-047-696-024; 047-189-264-988-655; 048-171-336-737-662; 050-537-516-611-552; 051-875-265-995-253; 052-319-259-195-574; 052-760-120-451-227; 056-718-116-423-342; 056-869-195-014-915; 057-632-380-756-428; 060-880-225-844-752; 061-854-376-623-954; 061-892-764-570-281; 063-677-727-186-37X; 064-333-577-704-465; 065-209-559-677-668; 067-694-879-784-133; 067-990-888-164-485; 070-114-643-732-892; 072-026-036-784-036; 072-813-199-606-608; 075-163-810-547-559; 080-375-812-506-06X; 081-335-444-434-372; 083-147-773-213-110; 085-114-223-097-663; 088-242-476-046-202; 090-554-935-432-722; 093-780-008-484-796; 096-395-268-310-213; 097-991-247-272-841; 100-837-633-088-787; 103-595-590-319-417; 103-705-771-764-928; 108-198-338-388-675; 110-000-802-761-804; 110-351-370-854-656; 115-609-611-043-967; 121-823-865-361-062; 123-221-300-278-071; 123-892-973-196-801; 124-076-116-602-319; 132-431-797-139-609; 133-255-473-344-098; 136-552-614-615-585; 137-451-427-281-958; 138-959-981-189-28X; 140-048-675-049-718; 143-198-852-588-396; 144-199-950-930-31X; 144-287-786-828-400; 147-777-072-867-660; 148-815-679-625-298; 149-897-145-260-94X; 150-014-655-345-162; 151-198-972-962-725; 153-287-935-494-421; 153-570-358-744-702; 156-854-495-891-729; 157-678-763-128-081; 164-509-199-251-893; 167-920-184-032-11X; 167-972-140-649-534; 170-308-120-904-158; 171-721-367-497-65X; 182-635-559-108-768; 186-244-213-819-13X; 188-927-112-402-058; 189-040-163-158-090; 189-856-223-878-922; 193-194-742-984-81X,43,true,,green
008-910-962-307-833,Drilling their own graves: How the European oil and gas supermajors avoid sustainability tensions through mythmaking,2017-11-13,2017,journal article,Journal of Business Ethics,01674544; 15730697,Springer Science and Business Media LLC,Netherlands,George Ferns; Kenneth Amaeshi; Aliette Lambert,"This study explores how paradoxical tensions between economic growth and environmental protection are avoided through organizational mythmaking. By examining the European oil and gas supermajors’ ‘‘CEOspeak’’ about climate change, we show how mythmaking facilitates the disregarding, diverting, and/or displacing of sustainability tensions. In doing so, our findings further illustrate how certain defensive responses are employed: (1) regression, or retreating to the comforts of past familiarities, (2) fantasy, or escaping the harsh reality that fossil fuels and climate change are indeed irreconcilable, and (3) projecting, or shifting blame to external actors for failing to address climate change. By highlighting the discursive effects of enacting these responses, we illustrate how the European oil and gas supermajors self-determine their inability to substantively address the complexities of climate change. We thus argue that defensive responses are not merely a form of mismanagement as the paradox and corporate sustainability literature commonly suggests, but a strategic resource that poses serious ethical concerns given the imminent danger of issues such as climate change.",158,1,201,231,Environmental resource management; Business ethics; Climate change; Political economy; Sociology; Resource (biology); Corporate sustainability; Blame; Fantasy; Sustainability; Fossil fuel,,,,,https://paperity.org/p/85227824/drilling-their-own-graves-how-the-european-oil-and-gas-supermajors-avoid-sustainability http://orca.cf.ac.uk/id/eprint/106447 https://orca.cardiff.ac.uk/106447/ https://ore.exeter.ac.uk/repository/handle/10871/30535 https://link.springer.com/article/10.1007/s10551-017-3733-x https://researchportal.bath.ac.uk/en/publications/drilling-their-own-graves-how-the-european-oil-and-gas-supermajor https://www.research.ed.ac.uk/portal/files/46921455/Drilling_their_own.pdf https://ideas.repec.org/a/kap/jbuset/v158y2019i1d10.1007_s10551-017-3733-x.html https://dialnet.unirioja.es/servlet/articulo?codigo=7376991 https://link.springer.com/content/pdf/10.1007%2Fs10551-017-3733-x.pdf https://www.pure.ed.ac.uk/ws/files/46921455/Drilling_their_own.pdf https://www.research.ed.ac.uk/en/publications/drilling-their-own-graves-how-the-european-oil-and-gas-supermajor https://core.ac.uk/download/132206809.pdf,http://dx.doi.org/10.1007/s10551-017-3733-x,,10.1007/s10551-017-3733-x,2767412665,,0,000-927-128-487-81X; 001-366-978-773-213; 002-901-868-358-64X; 003-182-927-241-352; 004-057-042-955-925; 005-281-963-075-466; 005-452-589-456-253; 008-244-441-545-359; 008-710-207-375-123; 009-172-672-589-777; 010-321-499-951-964; 010-492-302-216-71X; 011-312-390-547-716; 011-905-859-679-411; 014-311-996-782-280; 014-655-584-234-965; 014-714-332-434-415; 014-909-335-872-285; 015-013-726-939-074; 015-235-383-453-737; 015-271-876-692-523; 015-942-574-750-286; 017-943-855-342-593; 019-302-381-735-071; 019-939-435-448-034; 020-877-911-366-756; 021-740-135-635-771; 021-992-210-925-279; 022-557-574-643-889; 022-587-101-717-697; 025-041-256-644-503; 026-061-800-111-212; 026-699-798-322-899; 026-895-802-475-205; 028-091-835-150-49X; 031-004-219-313-339; 032-010-981-559-258; 033-854-741-542-015; 035-506-988-554-079; 037-414-586-267-602; 037-635-069-267-62X; 037-907-900-561-654; 038-115-257-029-335; 039-117-378-983-067; 039-414-838-564-789; 040-076-055-473-190; 040-117-676-015-203; 041-248-153-677-255; 041-899-839-540-965; 044-640-769-275-671; 045-102-157-101-337; 046-813-930-866-837; 047-896-660-761-359; 051-615-226-006-095; 052-026-792-219-133; 052-280-117-965-945; 053-195-536-333-811; 054-578-520-377-646; 055-142-585-513-871; 056-049-098-785-984; 058-736-920-722-150; 059-314-854-475-660; 059-354-276-889-146; 059-486-082-610-455; 061-228-645-258-214; 061-512-074-820-127; 064-301-753-805-630; 066-565-656-372-134; 067-004-372-356-403; 068-883-003-624-37X; 069-878-999-770-720; 071-521-901-361-145; 073-456-885-188-913; 073-478-890-025-913; 073-925-745-365-710; 075-754-119-786-218; 075-823-175-932-474; 076-868-926-971-34X; 077-311-144-250-028; 078-089-485-749-785; 078-531-534-713-48X; 080-658-267-151-16X; 081-458-628-304-177; 083-621-716-532-081; 084-341-486-298-495; 086-222-599-424-559; 087-776-238-571-896; 091-592-132-554-498; 091-977-988-414-828; 093-363-570-410-260; 096-599-803-885-591; 098-287-740-231-565; 098-873-487-509-640; 100-808-071-387-677; 100-959-243-868-329; 101-411-013-473-092; 108-550-179-135-063; 108-771-737-734-626; 108-945-104-451-711; 109-701-329-910-718; 111-963-768-580-775; 115-818-853-512-237; 116-760-541-262-723; 119-669-916-576-14X; 119-918-951-645-563; 123-628-833-025-039; 124-216-668-299-954; 131-883-972-715-206; 136-169-278-716-034; 137-687-347-877-541; 139-444-752-596-352; 142-800-614-906-574; 143-502-359-682-93X; 149-523-421-394-017; 150-005-284-621-599; 151-805-872-103-562; 151-847-140-856-644; 154-005-654-217-477; 154-049-301-774-424; 155-879-175-881-390; 156-102-699-524-03X; 159-470-302-756-608; 159-590-870-266-347; 161-278-409-494-419; 167-205-939-378-854; 168-778-407-181-297; 169-034-209-326-883; 173-530-848-581-415; 173-642-357-172-832; 174-471-746-238-834; 178-175-539-389-25X; 178-916-098-193-766; 184-433-633-294-413; 185-653-881-070-807; 191-268-502-924-793,23,true,cc-by,hybrid
008-970-336-270-548,National social spaces as adjustment variables in the EMU: A critical legal appraisal,2018-06-05,2018,journal article,European Law Journal,13515993; 14680386,Wiley,United Kingdom,Francesco Costamagna,"The article critically engages with the reconfiguration of the role and status of national social spaces within the EU constitutional fabric after the reform of European economic governance. Its main contention is that these reforms have converted national social spaces into adjustment variables whose main function is to contribute to the pursuit of EMU‐related objectives. This transformation alters the balance between the economic and the social dimension in the EU legal order, deforming one of the defining traits of its constitutional identity.",24,2,163,190,Welfare state; Political economy; Political science; Order (exchange); Balance (accounting); Main contention; Identity (social science); Conditionality; Economic governance; Function (engineering),,,,,https://iris.unito.it/handle/2318/1672024 https://dialnet.unirioja.es/servlet/articulo?codigo=6511214 https://papers.ssrn.com/sol3/papers.cfm?abstract_id=3220760 https://onlinelibrary.wiley.com/doi/10.1111/eulj.12278 https://core.ac.uk/download/pdf/302257309.pdf,http://dx.doi.org/10.1111/eulj.12278,,10.1111/eulj.12278,2805732619,,0,,8,true,,green
009-039-717-272-392,Irresponsible Lending?: A Case Study of a U.K. Credit Industry Reform Initiative,2007-07-26,2007,journal article,Journal of Business Ethics,01674544; 15730697,Springer Science and Business Media LLC,Netherlands,Maria Richards; Paul Palmer; Mariana Bogdanova,"There are major concerns about the level of personal borrowing, particularly sourced from credit cards. This paper charts the progress of an initiative to create a Responsible Lending Index (RLI) for the credit industry. The RLI proposed to voluntarily benchmark lending standards and promote best practice within the credit industry by involving suppliers of credit, customer representatives and regulators. However, despite initial support from some banks, consumer bodies and the Chair of the Treasury Select Committee, it failed to gain sufficient support from financial institutions in its original format. The primary reasons for this were related to the complexity of building such a robust index and the banks trade body’s fear of exposing its members to public scrutiny. A revised alternative, the Responsible Lending Initiative, was proposed which took into account these concerns. However, the Association of Payment Clearing Service (APACS), the trade body of the credit industry, then effectively destroyed the proposal. This article describes an attempt to address the challenges in the credit card industry with the initiation of the RLI, reflected in stakeholder discourse and in the context of a wider concern expressed by the involved stakeholders in terms of the need for greater responsibility in the banking industry’s lending practices.",81,3,499,512,Accounting; Payment; Economics; Credit card interest; Credit crunch; Credit rating; Credit reference; Credit card; Credit enhancement; Commerce; Credit history,,,,,https://dialnet.unirioja.es/servlet/articulo?codigo=2716912 https://pureadmin.qub.ac.uk/ws/files/3687686/JBE_2008paper.pdf https://link.springer.com/article/10.1007/s10551-007-9520-3 https://philpapers.org/rec/RICILA-3 https://ideas.repec.org/a/kap/jbuset/v81y2008i3p499-512.html https://econpapers.repec.org/RePEc:kap:jbuset:v:81:y:2008:i:3:p:499-512 https://pure.qub.ac.uk/en/publications/irresponsible-lending-a-case-study-of-a-uk-credit-industry-reform https://core.ac.uk/download/10083510.pdf,http://dx.doi.org/10.1007/s10551-007-9520-3,,10.1007/s10551-007-9520-3,2100887917,,0,001-294-950-468-946; 005-073-003-554-48X; 008-881-886-538-014; 010-196-344-209-976; 017-853-212-081-175; 019-377-343-635-420; 026-830-253-414-911; 028-105-940-824-438; 036-308-444-222-585; 055-389-271-404-175; 060-994-967-576-334; 074-422-134-216-275; 076-929-543-459-409; 079-701-717-916-517; 082-421-029-734-367; 083-680-974-658-672; 084-805-454-082-369; 087-267-918-701-468; 112-505-412-703-875; 127-449-503-216-897; 139-742-864-319-558; 140-763-655-989-908; 151-282-456-564-773; 175-165-711-699-586; 177-662-060-646-594; 188-859-720-720-007,22,true,,green
009-572-324-363-096,Hong Kong’s exercise of external autonomy: A multi-faceted appraisal,,2006,journal article,International and Comparative Law Quarterly,00205893; 14716895,Cambridge University Press (CUP),United Kingdom,Roda Mushkat,"Since the resumption of China's sovereignty over Hong Kong in 1997, academic and policy interest in its unique status has largely subsided. This may be attributed to the fact that the issue has formally been settled and the absence of effective mechanisms for monitoring and enforcement of compliance with the bilateral accord underpinning the new legal order. The marginalization of the subject has arguably left an analytical vacuum as several dimensions of the post-1997 picture merit attention on the part of international lawyers. One topic that continues to be of both practical and theoretical importance—the unconstrained pursuit, within the ‘One Country, Two Systems’ framework, of key strategic goals in the external arena—is addressed in this paper.",55,4,945,962,Sociology; Order (exchange); Sovereignty; Law and economics; China; Subject (philosophy); Enforcement; Underpinning; Compliance (psychology); Autonomy,,,,,https://dialnet.unirioja.es/servlet/articulo?codigo=2174893 https://bura.brunel.ac.uk/bitstream/2438/4046/1/HONG%20KONG%e2%80%99S%20EXERCISE%20OF%20EXTERNAL%20AUTONOMY-%20A%20MULTI-FACETED%20APPRAISAL.pdf https://core.ac.uk/display/336531 https://www.cambridge.org/core/journals/international-and-comparative-law-quarterly/article/hong-kongs-exercise-of-external-autonomy-a-multifaceted-appraisal/9F7966710021981CFF3419B06484269F https://core.ac.uk/download/336531.pdf,http://dx.doi.org/10.1093/iclq/lei136,,10.1093/iclq/lei136,1975355088,,0,002-179-508-215-113; 006-096-126-975-40X; 017-293-151-382-210; 018-206-059-963-571; 022-504-631-444-466; 034-539-484-268-196; 050-166-487-877-350; 050-670-421-120-403; 054-795-100-319-336; 096-919-191-827-963; 097-503-139-843-736; 116-240-771-185-533; 137-235-789-014-885; 144-985-599-520-943; 148-974-727-894-037; 168-115-841-895-543; 170-245-075-805-138; 175-580-724-115-680; 178-633-219-941-768; 179-173-548-395-472; 186-849-227-418-195,8,true,,green
010-321-355-964-256,Big audit firms as regulatory intermediaries in transnational labor governance,2018-10-04,2018,journal article,Regulation & Governance,17485983; 17485991,Wiley,United Kingdom,Luc Fransen; Genevieve LeBaron,"Due diligence and corporate disclosure initiatives effectively expand the role of professional service firms as regulatory intermediaries in the governance of conditions of production in global supply chains. In this paper, we examine the rise of the “Big Four” audit firms in the market for services connected to transnational labor governance. Through a qualitative case study of audit firms in modern slavery governance, we argue that the Big Four's political repertoire for transnational labor governance expands beyond the roles that are typically linked to their services, and promotes an agenda that touches on key debates on what constitutes proper transnational labor governance. Big audit firms engage in a variety of informal and covert influencing practices and are shown to promote an agenda of incrementalist soft‐law labor governance, opposing concrete performance targets, binding public regulation and an independent watchdog role for civil society.",13,2,260,279,Intermediary; Business; Audit; Big Four; Transnational governance; Due diligence; Market economy; Corporate governance; Service (economics); Civil society,,,,SPERI-PETGOV Exchange Fund; UK Economic and Social Research Council,https://www.narcis.nl/publication/RecordID/oai%3Adare.uva.nl%3Apublications%2F4fadd48c-0511-4e66-a1d8-0b81b0260a73 https://dare.uva.nl/personal/search?identifier=4fadd48c-0511-4e66-a1d8-0b81b0260a73 https://pure.uva.nl/ws/files/35951996/Fransen_et_al_2019_Regulation_Governance.pdf https://eprints.whiterose.ac.uk/134874/ https://onlinelibrary.wiley.com/doi/pdf/10.1111/rego.12224 https://onlinelibrary.wiley.com/doi/10.1111/rego.12224 https://core.ac.uk/download/161127467.pdf,http://dx.doi.org/10.1111/rego.12224,,10.1111/rego.12224,2895300054,,0,001-219-742-034-879; 004-934-774-629-57X; 005-549-437-995-216; 008-201-693-864-954; 012-028-660-026-864; 016-108-060-670-301; 017-501-688-424-592; 017-612-991-035-866; 019-477-601-791-003; 026-656-323-238-116; 030-032-127-450-653; 033-791-281-682-379; 034-477-939-117-925; 035-921-200-194-070; 036-972-883-361-89X; 045-080-721-867-92X; 045-230-111-419-493; 051-634-478-902-21X; 053-068-185-458-863; 057-076-912-261-06X; 057-764-489-042-482; 075-824-875-435-596; 078-333-521-982-86X; 079-172-164-020-006; 080-665-877-144-245; 085-535-301-648-519; 094-439-254-001-283; 095-346-776-982-975; 096-575-313-048-276; 099-329-124-142-672; 099-816-175-031-436; 100-428-386-081-029; 103-078-062-409-421; 103-227-968-530-072; 103-751-867-110-328; 111-819-171-804-346; 116-463-068-814-981; 118-827-225-955-647; 124-420-441-396-125; 134-518-452-423-780; 140-763-655-989-908; 142-760-128-299-250; 165-406-149-525-213; 171-268-156-655-037; 171-905-299-621-116; 180-411-782-624-700; 191-681-968-994-696,36,true,cc-by,hybrid
010-322-524-970-812,Sustainable Development and Corporate Social Responsibility under the 2018 Petroleum Host and Impacted Communities Development Trust Bill: Is Nigeria Rehashing Past Mistakes?,2019-12-10,2019,journal article,African Journal of Legal Studies,22109730; 17087384,Brill,Netherlands,Nojeem Amodu,"<jats:title>Abstract</jats:title><jats:p>The 2018 Petroleum Host and Impacted Communities Development Trust Bill before the Nigerian National Assembly was proposed to foster sustainable development (SD) and embed corporate social responsibility (<jats:sc>CSR</jats:sc>) in the oil and gas corporate activities within host communities. From the backdrop of SD and <jats:sc>CSR</jats:sc> as regulatory concepts, this article scrutinizes the Bill for its viability to realize its objectives in its current form. It raises concerns about: (i) perceived negligence by the government to provide social services and public goods, seeming to outsource such responsibilities to the business community; (ii) the reduction of <jats:sc>CSR</jats:sc> to capital or community development projects; and (iii) the absence of useful delimitation criteria to determine host and impacted communities. The article argues that past mistakes are being rehashed and queries the capacity of the Bill to live up to stakeholders’ expectations. Using the normative contributions of global templates such as the United Nations Guiding Principles on Business and Human Rights, the article recommends policy and regulatory changes to the Bill’s governance structure towards embedding effective <jats:sc>CSR</jats:sc> and engendering SD in the Nigerian oil and gas industry.</jats:p>",11,4,319,351,Corporate social responsibility; Human rights; Political science; Host (network); Economic growth; Sustainable development; International law; African studies,,,,,https://brill.com/view/journals/ajls/11/4/article-p319_2.xml?language=en https://core.ac.uk/download/237713099.pdf,http://dx.doi.org/10.1163/17087384-12340038,,10.1163/17087384-12340038,2994674754,,0,001-793-763-180-791; 003-596-997-009-874; 005-130-451-444-821; 013-761-273-434-321; 020-081-471-344-372; 020-372-413-279-437; 028-731-477-344-43X; 036-630-434-792-774; 042-702-487-099-532; 044-227-902-691-406; 045-315-481-140-230; 050-057-979-181-082; 051-830-305-399-343; 053-035-713-062-731; 061-037-922-797-901; 061-301-426-796-483; 062-348-757-285-025; 075-081-181-187-220; 081-125-789-839-644; 082-171-985-858-889; 085-189-071-250-636; 086-492-549-706-128; 098-196-396-104-239; 102-138-249-710-340; 110-380-012-004-320; 138-405-019-375-305; 139-958-672-539-102; 151-737-772-776-418; 161-390-012-903-026; 178-174-552-186-153,1,true,,green
010-608-656-667-712,Favouring Small and Medium Sized Enterprises with Directive 2014/24/EU?,,2017,journal article,European Procurement & Public Private Partnership Law Review,21947376; 21947384,Lexxion Verlag,,Martin Trybus; Marta Andrecka,,12,3,224,238,Business; Directive; Industrial organization; Small and medium-sized enterprises,,,,,https://research.birmingham.ac.uk/portal/files/69623780/epppl_2017_03_007.pdf https://research.birmingham.ac.uk/en/publications/favouring-small-and-medium-sized-enterprises-with-directive-20142 http://pure-oai.bham.ac.uk/ws/files/69623780/epppl_2017_03_007.pdf https://epppl.lexxion.eu/article/EPPPL/2017/3/6 https://core.ac.uk/download/pdf/267299938.pdf,http://dx.doi.org/10.21552/epppl/2017/3/6,,10.21552/epppl/2017/3/6,2759902823,,0,,4,true,,green
010-835-424-298-655,State Pension Funds and Corporate Social Responsibility: Do Beneficiaries’ Political Values Influence Funds’ Investment Decisions?,2019-01-12,2019,journal article,Journal of Business Ethics,01674544; 15730697,Springer Science and Business Media LLC,Netherlands,Andreas G. F. Hoepner; Lisa Schopohl,"This study explores the underlying drivers of US public pension funds’ tendency to tilt their portfolios towards companies with stronger corporate social responsibility (CSR). Studying the equity holdings of large, internally managed US state pension funds, we find evidence that the political leaning of their beneficiaries and political pressures by state politicians affect funds’ investment decisions. State pension funds from states with Democratic-leaning beneficiaries tilt their portfolios more strongly towards companies that perform well on CSR issues, and this tendency is intensified when the state government is dominated by Democratic state politicians. Moreover, we find that funds which tilt their portfolios towards companies with superior CSR scores generate a slightly higher return compared with their counterparts. Overall, our findings indicate that funds align their investment choices with the financial and non-financial interests of their beneficiaries when deciding whether to incorporate CSR into their equity allocations.",165,3,489,516,Business ethics; Corporate social responsibility; Business; Equity (finance); Socially responsible investing; Investment decisions; Pension; Democracy; Financial system; Politics,,,,,https://link.springer.com/article/10.1007/s10551-018-4091-z https://centaur.reading.ac.uk/81152/ https://paperity.org/p/185537436/state-pension-funds-and-corporate-social-responsibility-do-beneficiaries-political-values https://link.springer.com/content/pdf/10.1007/s10551-018-4091-z.pdf https://ideas.repec.org/a/kap/jbuset/v165y2020i3d10.1007_s10551-018-4091-z.html https://core.ac.uk/download/161885231.pdf,http://dx.doi.org/10.1007/s10551-018-4091-z,,10.1007/s10551-018-4091-z,2905878701,,0,000-629-147-348-801; 001-765-665-160-73X; 003-527-188-385-213; 003-806-774-171-762; 004-221-506-042-537; 005-191-390-713-539; 008-476-847-556-464; 009-247-255-626-737; 010-105-658-983-677; 010-564-915-744-603; 012-624-574-244-639; 012-708-351-356-084; 013-159-218-306-43X; 014-455-741-938-215; 016-604-354-310-304; 016-940-710-163-201; 017-012-395-580-930; 019-331-140-829-141; 020-834-862-879-896; 021-023-352-140-984; 026-732-895-216-408; 029-008-463-356-548; 033-902-458-524-587; 034-456-462-615-843; 034-876-878-504-355; 035-094-098-919-71X; 035-196-034-443-895; 037-074-027-059-219; 039-160-241-549-140; 039-575-601-163-984; 041-217-228-717-900; 042-956-665-942-829; 043-693-385-361-389; 044-161-762-520-250; 046-165-382-970-445; 046-342-916-077-307; 047-058-997-964-263; 055-492-712-073-988; 056-202-754-574-199; 059-521-018-719-73X; 060-169-529-304-005; 061-458-276-130-322; 061-829-988-617-171; 062-300-894-288-182; 067-513-132-691-793; 068-096-442-259-797; 068-166-579-580-988; 068-685-598-293-137; 070-385-974-193-453; 071-101-249-341-31X; 075-517-307-723-522; 078-135-566-579-591; 079-517-959-124-328; 079-956-594-756-617; 080-853-518-801-002; 084-344-255-632-568; 085-766-591-336-000; 087-011-699-374-540; 090-514-536-308-146; 096-768-403-104-578; 097-717-436-105-880; 115-373-591-444-545; 117-153-124-852-329; 117-156-956-135-895; 123-254-561-371-531; 124-295-572-026-685; 129-328-051-371-520; 132-983-680-235-512; 134-674-321-833-098; 138-711-561-444-45X; 143-685-102-975-424; 147-176-980-141-888; 147-868-475-053-18X; 150-751-610-062-249; 156-205-823-669-378; 156-903-159-800-080; 159-592-129-993-014; 160-133-438-547-475; 163-758-190-839-317; 175-583-727-301-634; 182-063-289-414-616; 186-135-609-255-921; 186-461-297-723-768; 194-392-394-630-268,15,true,cc-by,hybrid
010-997-563-756-718,"Solving Child Statelessness: Disclosure, Reporting, and Corporate Responsibility",2019-05-01,2019,journal article,British Journal of American Legal Studies,20494092,Walter de Gruyter GmbH,Germany,Mark Brewer; Sue Turner,"Statelessness affects around 10 million people globally, many of them children. Countless public law initiatives to diminish and eradicate statelessness exist, yet the problem persists. This article explores the potential for the private law to contribute to a solution to this problem, leading to increased awareness of the plight of stateless children among the public, investors, governments and multinational corporations. In doing so, the article examines the role of the private law in regulating the use of so-called ‘conflict minerals’ in the United States and internationally. It recognises the contribution made by conflict minerals legislation towards finding an effective solution to the conflict in the Democratic Republic of Congo. The article therefore proposes, amongst other initiatives, a legislative solution to the enduring problem of child statelessness, adapting provisions of the Dodd-Frank Wall Street and; Consumer Protection Act which require corporate reporting and disclosure in relation to international supply chains of public limited companies in respect of conflict minerals, and applying them instead to the causes of child statelessness.",8,1,83,105,Corporate social responsibility; Political science; Public law; Limited company; Legislation; Consumer Protection Act; Statelessness; Public administration; Democracy; Private law,,,,,https://sciendo.com/article/10.2478/bjals-2019-0003 https://researchportal.northumbria.ac.uk/en/publications/solving-child-statelessness-disclosure-reporting-and-corporate-re https://content.sciendo.com/view/journals/bjals/8/1/article-p83.xml http://nrl.northumbria.ac.uk/36853/ https://core.ac.uk/download/196577605.pdf,http://dx.doi.org/10.2478/bjals-2019-0003,,10.2478/bjals-2019-0003,2904996029,,0,,0,true,cc-by-nc-nd,gold
011-052-506-617-504,Dynamically interdependent business model for airline–airport coexistence,,2017,journal article,Journal of Air Transport Management,09696997,Elsevier BV,United Kingdom,Nobuaki Minato; Risako Morimoto,"Abstract Governments provide various forms of financial support for sustaining unprofitable regional airways, especially when such airways are essential to local livelihoods and economies. However, inefficient provision of subsidies has been subject to worldwide criticism. Therefore, this study examines the load factor guarantee, a dynamically interdependent business model for airline-airport coexistence where an airline and an airport agree on the load factor of a flight, after which either party compensates for any discrepancies between the actual and agreed-upon load factor. The model is calibrated by using 2003–2014 data regarding Noto Airport and All Nippon Airways, and system dynamics are employed to model the dynamic interactions between the two parties. The findings show that successful coexistence between an airline and an airport hinges on the integral management of annual negotiations regarding the target load factor and the monthly demand adjustment of subsidies. In addition, although a subsidy represents a temporary financial loss for an airport, it is an effective way of maintaining long-term, airline–airport coexistence. This model is applicable to unprofitable airways worldwide, and it contributes to their sustainable management.",64,,161,172,Economics; Microeconomics; Interdependence; Negotiation; Sustainable management; Load factor; Livelihood; Business model; System dynamics; Subsidy,,,,JSPS KAKENHI; JSPS KAKENHI,https://eprints.soas.ac.uk/23066/ https://EconPapers.repec.org/RePEc:eee:jaitra:v:64:y:2017:i:pb:p:161-172 http://www.sciencedirect.com/science/article/pii/S0969699716302988 https://www.sciencedirect.com/science/article/pii/S0969699716302988 https://ideas.repec.org/a/eee/jaitra/v64y2017ipbp161-172.html https://core.ac.uk/download/46522841.pdf,http://dx.doi.org/10.1016/j.jairtraman.2016.08.002,,10.1016/j.jairtraman.2016.08.002,2513314849,,0,000-228-546-336-237; 015-774-088-196-507; 017-662-831-070-916; 019-533-914-837-969; 021-350-035-914-331; 026-026-359-596-138; 029-151-474-069-335; 030-526-246-058-953; 039-188-293-618-472; 040-794-975-273-884; 044-382-361-286-300; 054-288-196-969-774; 060-847-858-544-528; 073-273-026-986-907; 075-954-933-773-485; 085-719-903-656-619; 107-052-620-636-486; 136-701-730-497-64X; 177-253-446-886-69X,11,true,cc-by-nc-nd,green
011-072-709-782-68X,Sustainability Centres and Fit: How Centres Work to Integrate Sustainability Within Business Schools,2018-07-11,2018,journal article,Journal of Business Ethics,01674544; 15730697,Springer Science and Business Media LLC,Netherlands,Rieneke Slager; Sareh Pouryousefi; Jeremy Moon; Ethan D. Schoolman,"For nearly as long as the topic of sustainable business has been taught and researched in business schools, proponents have warned about barriers to genuine integration in business school practices. This article examines how academic sustainability centres try to overcome barriers to integration by achieving technical, cultural and political fit with their environment (Ansari, Fiss, & Zajac, 2010). Based on survey and interview data, we theorise that technical, cultural and political fit are intricately related, and that these interrelations involve legitimacy, resources and collaboration effects. Our findings about sustainability centres offer novel insights on integrating sustainable business education given the interrelated nature of different types of fit and misfit. We further contribute to the literature on fit by highlighting that incompatibility between strategies to achieve different types of fit may act as a source of dynamism.",161,2,375,391,Business ethics; Corporate social responsibility; Sociology; Work (electrical); Sustainable business; Dynamism; Public relations; Legitimacy; Sustainability; Politics,,,,,https://www.researchwithrutgers.com/en/publications/sustainability-centres-and-fit-how-centres-work-to-integrate-sust https://link.springer.com/content/pdf/10.1007/s10551-018-3965-4.pdf https://dialnet.unirioja.es/servlet/articulo?codigo=7380416 https://econpapers.repec.org/RePEc:kap:jbuset:v:161:y:2020:i:2:d:10.1007_s10551-018-3965-4 https://paperity.org/p/117253149/sustainability-centres-and-fit-how-centres-work-to-integrate-sustainability-within https://research.cbs.dk/en/publications/sustainability-centres-and-fit-how-centres-work-to-integrate-sust https://research.rug.nl/en/publications/sustainability-centres-and-fit-how-centres-work-to-integrate-sust https://www.rug.nl/research/portal/publications/sustainability-centres-and-fit(8c44d7b7-63ec-496a-b873-d3ab442b9cc7).html https://research-api.cbs.dk/ws/files/60829239/jeremy_moon_et_al_sustainability_centres_and_fit_publishersversion.pdf https://link.springer.com/article/10.1007/s10551-018-3965-4 http://eprints.nottingham.ac.uk/52630/ https://nottingham-repository.worktribe.com/output/945889 https://philpapers.org/rec/SLASCA https://pure.rug.nl/ws/files/112425721/Slager2020_Article_SustainabilityCentresAndFitHow.pdf https://core.ac.uk/download/159082249.pdf,http://dx.doi.org/10.1007/s10551-018-3965-4,,10.1007/s10551-018-3965-4,2853010613,,0,001-911-067-804-876; 003-075-338-680-169; 003-837-103-287-168; 007-375-137-799-702; 007-436-078-145-878; 009-539-685-541-092; 011-138-468-679-911; 013-706-318-832-437; 015-575-437-000-524; 016-127-580-334-321; 019-476-733-966-819; 022-460-310-311-951; 023-415-658-799-998; 026-264-777-345-722; 026-741-333-008-767; 030-475-929-639-100; 031-379-991-759-927; 036-409-137-195-081; 037-102-979-151-536; 037-672-776-593-814; 040-367-204-379-457; 047-469-528-445-109; 048-645-419-219-088; 049-998-379-332-720; 054-986-021-559-683; 057-789-764-680-333; 059-978-454-347-661; 066-287-700-060-852; 069-118-289-403-297; 070-731-694-148-032; 071-051-554-561-412; 072-185-757-505-541; 074-173-984-453-280; 075-502-623-074-841; 076-807-112-080-119; 077-331-030-050-616; 084-406-009-964-349; 098-737-204-339-885; 100-456-092-421-946; 104-942-806-514-271; 112-548-766-860-683; 120-181-570-036-66X; 120-764-571-035-081; 122-996-499-278-833; 123-242-545-379-340; 124-357-835-220-633; 126-241-859-476-711; 128-632-373-439-794; 129-632-543-565-766; 133-280-976-415-876; 134-482-017-445-967; 161-563-026-514-446; 165-365-244-895-02X; 171-501-948-286-880; 178-473-509-222-614; 179-129-329-916-559; 181-546-814-635-194,11,true,cc-by,hybrid
011-590-695-084-476,The Impact of Individual Attitudinal and Organisational Variables on Workplace Environmentally Friendly Behaviours,2013-11-29,2013,journal article,Journal of Business Ethics,01674544; 15730697,Springer Science and Business Media LLC,Netherlands,Danae Manika; Victoria K. Wells; Diana Gregory-Smith; Michael Gentry,"Although research on corporate social responsibility (CSR) has grown steadily, little research has focused on CSR at the individual level. In addition, research on the role of environmental friendly organizational citizenship behaviors (OCBs) within CSR initiatives is scarce. In response to this gap and recent calls for further research on both individual and organizational variables of employees’ environmentally friendly, or green, behaviors, this article sheds light on the influence of these variables on three types of green employee behaviors simultaneously: recycling, energy savings, and printing reduction. An initial theoretical model identifies both individual (employees’ general environmentally friendly attitudes and the importance of an organization’s environmentally friendly reputation to the employee) and organizational (perceived environmental behavior of an organization and perceived incentives and support from an organization) variables that affect different types of green behaviors as a stepping stone for further research. The results reveal managerial implications and future research directions on the design of effective social marketing interventions that motivate different types of OCBs in the workplace. In particular, the results suggest that creating separate interventions for each type of environmental behavior, as well as for each organization, sector, and type of organization (public vs. private), is necessary. In addition, this research illustrates patterns of attitudes, perceptions, and behaviors by exploring individual and organizational variables and behaviors across seven different organizations belonging to different sectors.",126,4,663,684,Business ethics; Organizational citizenship behavior; Corporate social responsibility; Business; Employee research; Social marketing; Incentive; Public relations; Reputation; Organizational commitment,,,,,https://link.springer.com/article/10.1007/s10551-013-1978-6 https://philpapers.org/rec/MANTIO-10 https://dro.dur.ac.uk/11718/ https://econpapers.repec.org/RePEc:kap:jbuset:v:126:y:2015:i:4:p:663-684 https://research.birmingham.ac.uk/portal/en/publications/the-impact-of-individual-attitudinal-and-organisational-variables-on-workplace-environmentally-friendly-behaviours(eec16d27-cf71-456d-9c48-343f7aacc999).html https://eprint.ncl.ac.uk/249538 https://dialnet.unirioja.es/servlet/articulo?codigo=5971545 https://ideas.repec.org/a/kap/jbuset/v126y2015i4p663-684.html https://rd.springer.com/article/10.1007/s10551-013-1978-6 https://eprints.ncl.ac.uk/249538 https://eprints.whiterose.ac.uk/122431/ https://core.ac.uk/download/96767830.pdf,http://dx.doi.org/10.1007/s10551-013-1978-6,,10.1007/s10551-013-1978-6,1987286297,,0,002-073-567-829-152; 002-948-411-834-106; 004-305-955-542-666; 004-804-845-032-522; 005-307-278-346-910; 007-008-137-869-403; 008-182-922-602-683; 009-024-987-910-508; 009-519-287-197-099; 010-260-594-255-856; 010-854-534-444-434; 013-796-317-992-537; 014-055-752-519-144; 014-978-001-755-328; 019-892-028-395-689; 020-114-874-681-064; 020-368-440-874-408; 020-713-760-294-79X; 020-935-771-336-282; 022-129-157-860-275; 023-088-913-035-229; 023-612-970-481-16X; 024-030-142-883-047; 027-008-567-891-999; 028-708-730-291-592; 029-688-106-538-716; 030-351-867-629-34X; 031-691-050-189-148; 032-587-781-576-199; 036-778-384-799-353; 037-139-610-105-192; 050-001-242-185-078; 050-048-022-790-362; 050-477-812-623-214; 050-749-889-255-727; 051-467-227-466-26X; 055-385-672-098-772; 058-503-747-579-145; 061-486-505-511-814; 062-267-742-215-628; 063-582-002-576-213; 064-207-876-235-702; 066-140-281-101-376; 066-604-937-301-50X; 067-425-809-552-219; 070-468-390-803-522; 071-809-059-091-894; 073-741-343-093-840; 077-146-417-849-137; 079-274-439-574-452; 086-192-193-330-056; 089-015-720-781-011; 089-881-788-003-428; 090-497-623-639-769; 097-106-240-878-31X; 101-099-140-623-002; 104-600-993-172-245; 111-349-187-251-084; 113-031-929-638-513; 113-043-784-215-699; 115-135-301-760-731; 115-576-197-075-227; 126-900-395-867-410; 128-236-494-698-026; 129-809-000-483-351; 131-447-132-978-766; 132-436-210-226-571; 141-424-035-303-573; 146-687-361-677-243; 147-316-748-518-216; 147-373-028-565-103; 147-961-707-417-728; 153-758-887-592-286; 154-760-033-843-343; 154-925-885-869-511; 158-798-678-208-274; 164-519-601-811-430; 179-326-242-458-308; 192-696-627-928-314; 195-516-381-819-57X,85,true,,green
012-823-948-722-829,Ebola and the Airplane – Securing Mobility Through Regime Interactions And Legal Adaptation,2018-11-23,2018,journal article,Leiden Journal of International Law,09221565; 14789698,Cambridge University Press (CUP),United Kingdom,Gearoid O Cuinn; Stephanie Switzer,"This article concentrates on a particular controversy during the 2014 Ebola outbreak in West Africa; the mass cancellation of flights to and from affected countries. This occurred despite authoritative advice against such restrictions from the World Health Organization (WHO). During a public health emergency such as Ebola, the airplane sits at a site of regulatory uncertainty as it falls within the scope of two specialist and overlapping domains of international law; the WHO International Health Regulations (2005) and the Convention on International Civil Aviation. We explore how legal technicalities and objects, by promoting functional interactions between these two specialized regimes of law, were utilized to deal with this uncertainty. We show how the form and function of these mundane tools had a significant impact; assimilating aviation further into the system of global health security as well as instrumentalizing the aircraft as a tool of disease surveillance. This encounter of regimes was law creating, resulting in new international protocols and standards designed to enable the resumption of flights in and out of countries affected by outbreaks. This article therefore offers significant and original insights into the hidden work performed by legal techniques and tools in dealing with regime overlap. Our findings contribute to the wider international law literature on fragmentation and enrich our understanding of the significance of relational regime interactions in international law.",32,1,71,89,Work (electrical); Political science; Law and economics; International Health Regulations; Disease surveillance; Convention; Global health; Civil aviation; International law; Aviation,,,,,https://www.cambridge.org/core/journals/leiden-journal-of-international-law/article/abs/ebola-and-the-airplane-securing-mobility-through-regime-interactions-and-legal-adaptation/BD311E8556ABF1EBC7BBCEDF42B8A982 https://strathprints.strath.ac.uk/65202/ https://eprints.lancs.ac.uk/id/eprint/127735/ https://pureportal.strath.ac.uk/en/publications/ebola-and-the-airplane-securing-mobility-through-regime-interacti https://core.ac.uk/download/195293319.pdf,http://dx.doi.org/10.1017/s0922156518000547,,10.1017/s0922156518000547,2885876897,,0,000-440-056-714-272; 002-061-493-407-943; 004-105-704-595-417; 005-134-945-894-169; 008-718-247-293-508; 009-291-847-326-39X; 012-988-360-719-499; 021-046-004-356-289; 023-114-649-234-777; 026-390-148-907-400; 043-507-620-438-971; 045-566-061-494-995; 047-957-334-262-577; 048-185-491-964-475; 048-414-000-513-693; 071-038-889-109-86X; 081-112-490-647-346; 082-586-852-291-350; 086-850-212-894-079; 087-443-349-042-262; 090-450-572-056-847; 102-526-662-364-570; 102-788-816-686-274; 106-626-740-171-904; 120-699-445-268-740; 122-994-404-588-89X; 132-333-481-452-405; 138-472-928-360-549; 139-415-044-174-930; 145-350-058-087-531; 162-876-028-832-572; 167-807-269-296-232; 177-196-466-177-374; 179-941-741-200-760; 199-240-648-998-740,1,true,,green
013-021-591-326-533,Stakeholders’ Influence on French Unions’ CSR Strategies,2014-04-01,2014,journal article,Journal of Business Ethics,01674544; 15730697,Springer Science and Business Media LLC,Netherlands,André Sobczak; Christelle Havard,"Labor unions are key stakeholders in the field of corporate social responsibility but researchers have paid surprisingly little attention to their CSR strategies. This article extends stakeholder theory by treating unions as having stakeholders that influence their CSR strategies. Drawing on qualitative data from a longitudinal study on selected unions in France between 2006 and 2013, this paper analyzes the underlying reasons for the differences in their approaches. It finds connections between the unions' CSR strategy, and the perception of and cooperation with stakeholders",129,2,311,324,Business ethics; Corporate social responsibility; Government; Economics; Stakeholder theory; Perception; State (polity); Field (Bourdieu); Public relations; Qualitative property,,,,,https://philpapers.org/rec/HAVSIO-3 https://hal-audencia.archives-ouvertes.fr/hal-00978743 https://link.springer.com/content/pdf/10.1007%2Fs10551-014-2159-y.pdf https://halshs.archives-ouvertes.fr/hal-00978743v1 https://ideas.repec.org/a/kap/jbuset/v129y2015i2p311-324.html https://EconPapers.repec.org/RePEc:kap:jbuset:v:129:y:2015:i:2:p:311-324 https://link.springer.com/article/10.1007/s10551-014-2159-y/fulltext.html https://hal-audencia.archives-ouvertes.fr/hal-01171329/document https://link.springer.com/article/10.1007/s10551-014-2159-y https://dialnet.unirioja.es/servlet/articulo?codigo=5985649,http://dx.doi.org/10.1007/s10551-014-2159-y,,10.1007/s10551-014-2159-y,2161837302,,0,010-740-419-969-459; 011-098-242-381-713; 014-009-707-859-29X; 019-806-548-132-918; 019-857-603-818-606; 019-902-827-347-92X; 020-714-511-484-650; 024-243-076-851-969; 026-249-910-065-223; 027-610-501-516-151; 029-465-800-509-116; 031-473-618-652-225; 031-668-259-204-884; 035-556-471-787-086; 035-688-868-630-065; 038-282-844-160-774; 050-565-777-122-27X; 051-875-265-995-253; 058-861-235-066-178; 061-802-400-313-389; 063-919-757-599-959; 065-285-489-729-438; 066-553-082-689-475; 067-556-938-124-229; 069-533-155-665-652; 081-310-316-233-831; 090-128-907-430-736; 094-213-099-107-472; 098-627-709-906-542; 099-960-801-750-582; 100-536-555-442-891; 103-161-727-335-998; 104-962-473-624-445; 108-378-199-881-731; 119-734-330-334-969; 119-882-193-101-193; 121-815-221-978-50X; 127-356-618-215-912; 131-874-649-335-970; 163-024-023-068-647; 196-534-211-358-278,21,true,,green
014-139-022-789-837,"Corporate Social Responsibility Disclosures, Traditionalism and Politics: A Story from a Traditional Setting",2016-05-26,2016,journal article,Journal of Business Ethics,01674544; 15730697,Springer Science and Business Media LLC,Netherlands,Shahzad Uddin; Javed Siddiqui; Muhammad Azizul Islam,"This paper demonstrates the political perspective of corporate social responsibility (CSR) disclosures and, drawing on Weber’s notion of traditionalism, seeks to explain what motivates companies to make such disclosures in a traditional setting. Annual reports of 23 banking companies in Bangladesh are analysed over the period 2009–2012. This is supplemented by a review of documentary evidence on the political and social activities of corporations and reports published in national and international newspapers. We found that, in the banking companies over the period of study, apparently neutral, corporate, philanthropic activities disclosed and promoted in CSR reports are inextricably linked to powerful leaders’ personal projects and the ruling party’s agendas. We have demonstrated elements of traditional societies, including personal loyalty and the public display of loyalty, the master–servant relationship, and obedience to personal rather than formal authority, provide an understanding of why banks (with or without explicit political linkages with the ruling party) have employed politically charged CSR disclosure strategies. The paper contributes to disclosure studies where political motivations of corporate disclosure rarely discussed. The paper extends the debate on political CSR by demonstrating that the role of family and familial values at the organisational and national levels may be much more important when it comes to CSR disclosure and activities.",151,2,409,428,Business ethics; Corporate social responsibility; Sociology; Obedience; Traditional society; Newspaper; Loyalty; Public relations; Politics; Documentary evidence,,,,,https://dialnet.unirioja.es/servlet/articulo?codigo=7369989 https://link.springer.com/article/10.1007/s10551-016-3214-7 https://paperity.org/p/76049656/corporate-social-responsibility-disclosures-traditionalism-and-politics-a-story-from-a https://www.research.manchester.ac.uk/portal/en/publications/corporate-social-responsibility-disclosures-traditionalism-and-politics-a-story-from-a-traditional-setting(e8c3b0c9-e640-4b20-8d33-0670f47af66a).html https://philpapers.org/rec/UDDCSR http://repository.essex.ac.uk/16681/ http://aura.abdn.ac.uk/bitstream/2164/9716/3/Uddin2018_Article_CorporateSocialResponsibilityD.pdf https://aura.abdn.ac.uk/handle/2164/9716 https://core.ac.uk/display/146974904 https://ideas.repec.org/a/kap/jbuset/v151y2018i2d10.1007_s10551-016-3214-7.html https://abdn.pure.elsevier.com/en/publications/corporate-social-responsibility-disclosures-traditionalism-and-po https://eprints.qut.edu.au/95935/ https://link.springer.com/content/pdf/10.1007%2Fs10551-016-3214-7.pdf,http://dx.doi.org/10.1007/s10551-016-3214-7,,10.1007/s10551-016-3214-7,2402400608,,0,003-156-680-358-292; 003-757-556-651-348; 007-544-457-057-120; 009-544-452-463-341; 009-605-918-874-537; 009-681-507-320-745; 009-738-669-624-367; 010-871-825-424-606; 011-447-167-650-524; 012-888-149-250-287; 013-744-996-715-157; 013-992-674-688-769; 014-217-286-893-583; 014-904-025-590-079; 016-755-826-903-422; 018-586-388-626-602; 020-857-050-289-577; 021-919-538-033-564; 021-996-223-357-58X; 023-647-156-746-311; 023-889-347-100-451; 025-464-443-296-297; 026-310-682-855-767; 028-249-454-403-446; 031-475-647-598-204; 031-718-486-135-076; 034-680-355-745-016; 035-202-198-644-536; 035-556-471-787-086; 036-965-596-540-881; 039-520-817-401-429; 042-774-453-842-538; 043-906-778-050-14X; 043-981-487-382-128; 046-348-959-686-169; 059-578-756-195-074; 059-959-826-196-291; 060-051-941-239-985; 061-446-699-618-401; 062-595-783-851-471; 064-438-261-806-271; 071-614-121-423-213; 072-689-006-891-946; 078-080-393-588-792; 078-742-185-510-026; 081-636-885-997-591; 082-171-985-858-889; 083-348-243-970-57X; 084-571-953-334-111; 087-109-295-304-250; 089-280-240-544-313; 093-492-453-208-232; 094-948-567-377-80X; 096-414-150-673-570; 096-875-838-615-143; 097-213-764-422-536; 101-106-687-801-987; 103-056-674-138-004; 105-588-299-988-428; 106-857-405-016-534; 110-644-406-246-572; 111-935-757-861-573; 116-870-074-840-922; 117-402-269-930-556; 118-194-558-923-654; 118-233-028-834-039; 122-557-730-257-177; 123-913-286-201-920; 128-716-735-098-535; 130-090-627-871-471; 130-741-068-205-515; 130-760-521-574-823; 134-639-095-671-997; 134-841-543-574-453; 141-427-216-860-452; 142-226-817-169-793; 144-497-001-886-99X; 147-376-549-088-975; 161-654-393-057-439; 172-466-719-323-428; 173-804-389-980-841; 180-634-563-974-338; 186-260-501-241-475,65,true,cc-by,hybrid
014-279-750-052-045,Designing and Implementing Corporate Social Responsibility: An Integrative Framework Grounded in Theory and Practice,2008-06-07,2008,journal article,Journal of Business Ethics,01674544; 15730697,Springer Science and Business Media LLC,Netherlands,François Maon; Adam Lindgreen; Valérie Swaen,"This article introduces an integrative framework of corporate social responsibility (CSR) design and implementation. A review of CSR literature in particular with regard to design and implementation models provides the background to develop a multiple case study. The resulting integrative framework, based on this multiple case study and Lewins change model, highlights four stages that span nine steps of the CSR design and implementation process. Finally, the study identifies critical success factors for the CSR process.",87,1,71,89,Business ethics; Corporate social responsibility; Sociology; Critical success factor; Process management; Quality of Life Research; Stakeholder management; Multiple case; Change model; Public relations; Process (engineering),,,,,https://ideas.repec.org/a/kap/jbuset/v87y2009i1p71-89.html https://research.cbs.dk/en/publications/designing-and-implementing-corporate-social-responsibility-an-int https://orca.cardiff.ac.uk/18016/ https://core.ac.uk/display/8808800 https://halshs.archives-ouvertes.fr/hal-00814084/ https://philpapers.org/rec/MAODAI https://link.springer.com/article/10.1007/s10551-008-9804-2 https://www.jstor.org/stable/pdfplus/40294955.pdf https://eprints.lincoln.ac.uk/id/eprint/12480/ https://econpapers.repec.org/article/kapjbuset/v_3a87_3ay_3a2009_3ai_3a1_3ap_3a71-89.htm https://hal.archives-ouvertes.fr/hal-00814084 https://dialnet.unirioja.es/servlet/articulo?codigo=3042590 https://dial.uclouvain.be/pr/boreal/object/boreal:18165 https://core.ac.uk/download/8808800.pdf,http://dx.doi.org/10.1007/s10551-008-9804-2,,10.1007/s10551-008-9804-2,2067753299,,0,000-584-305-029-384; 001-552-996-624-085; 002-465-563-089-76X; 002-763-489-657-313; 008-654-915-629-40X; 009-962-964-072-733; 011-749-883-531-394; 012-893-794-232-58X; 015-574-759-409-256; 017-147-261-575-907; 019-078-383-624-208; 019-806-548-132-918; 020-128-502-730-31X; 022-655-385-910-158; 022-774-738-500-720; 028-496-663-356-058; 029-980-105-050-733; 030-514-048-777-801; 034-333-571-515-796; 034-642-638-843-938; 036-289-903-245-161; 040-274-122-142-728; 044-616-967-277-176; 044-764-834-826-922; 048-132-373-883-675; 051-874-175-549-837; 054-023-214-188-75X; 055-222-575-590-371; 061-032-025-769-668; 062-457-985-260-682; 062-833-598-094-828; 064-337-792-484-854; 065-851-085-952-207; 069-259-438-012-556; 069-533-155-665-652; 073-792-416-479-745; 074-853-485-762-766; 075-449-719-541-985; 076-395-334-656-12X; 077-567-241-057-683; 078-558-059-813-229; 080-233-701-791-474; 081-430-098-648-41X; 082-229-793-854-954; 083-031-854-571-644; 088-919-850-566-219; 093-155-903-040-717; 093-827-253-934-207; 094-679-689-603-382; 096-555-746-305-989; 099-785-618-754-029; 109-168-282-736-27X; 109-249-727-714-298; 112-522-935-774-845; 113-335-781-524-925; 114-757-875-350-037; 126-428-070-248-770; 127-356-618-215-912; 134-207-976-723-743; 136-433-326-513-70X; 139-101-567-335-455; 154-308-498-652-765; 155-879-175-881-390; 157-868-473-028-59X; 158-761-508-726-627; 161-860-020-577-869; 163-529-639-649-240; 167-327-442-603-556; 169-054-817-668-084; 172-999-637-082-271; 176-241-134-682-896; 180-178-514-683-730; 182-430-123-630-628; 182-541-865-025-146; 187-039-720-645-06X; 192-389-272-784-584; 193-683-595-711-56X,443,true,,green
014-284-250-707-670,Regulating factory safety in the Bangladeshi garment industry,2018-01-04,2018,journal article,Regulation & Governance,17485983; 17485991,Wiley,United Kingdom,Philip James; Lilian Miles; Richard Croucher; Mark Houssart,"This paper examines how far the workplace inspection programme established under the 2013 Accord on Fire and Building Safety has served to improve safety in Bangladesh garment factories, and the extent to which its operation has been influenced by the factors that the literature suggests are important in shaping the outcomes of private regulatory initiatives. Its findings suggest that such regulation can generate positive outcomes, even in the absence of strong public regulatory support. They also caution against discounting the role of compliance-based enforcement strategies, while highlighting the importance of their adequate resourcing and transparency. Some support is also offered for the argument that such regulatory initiatives could directly influence the market dynamics that shape supplier working conditions.",13,3,431,444,Public economics; Supply chain; Engineering; Factory; Operations management; Enforcement; Market dynamics; Argument; Discounting; Transparency (graphic),,,,,https://eprints.mdx.ac.uk/22809/ https://westminsterresearch.westminster.ac.uk/item/qy657/regulating-factory-safety-in-the-bangladeshi-garment-industry https://onlinelibrary.wiley.com/doi/abs/10.1111/rego.12183 https://ideas.repec.org/a/wly/reggov/v13y2019i3p431-444.html https://core.ac.uk/download/131242063.pdf,http://dx.doi.org/10.1111/rego.12183,,10.1111/rego.12183,2767216135,,0,011-279-348-488-79X; 013-626-276-267-686; 016-278-425-154-599; 021-482-935-522-661; 023-009-619-441-770; 023-536-769-644-690; 023-907-467-311-217; 024-088-049-648-327; 026-573-703-383-442; 032-343-297-800-899; 035-827-593-433-456; 050-845-689-249-728; 056-622-246-615-856; 060-477-072-139-752; 062-219-640-672-602; 063-009-650-932-907; 066-063-257-778-743; 068-535-354-339-342; 080-679-077-759-572; 083-519-050-342-773; 083-532-857-270-885; 085-425-460-387-267; 092-661-204-807-937; 098-441-007-847-124; 104-866-899-902-078; 112-559-245-272-599; 116-719-001-108-974; 132-030-636-048-899; 134-858-795-477-773; 139-940-257-641-50X; 142-760-128-299-250; 147-564-534-651-030; 148-483-078-028-406; 165-406-149-525-213; 168-151-791-625-403; 172-319-849-222-115; 178-459-811-585-896; 180-693-497-969-169; 181-757-988-137-005,19,true,,green
014-564-423-781-091,TNC Motives for Signing International Framework Agreements: A Continuous Bargaining Model of Stakeholder Pressure,2008-04-02,2008,journal article,Journal of Business Ethics,01674544; 15730697,Springer Science and Business Media LLC,Netherlands,Niklas Egels-Zandén,"Over the past decade, discussion has flourished among practitioners and academics regarding workers’ rights in developing countries. The lack of enforcement of national labour laws and the limited protection of workers’ rights in developing countries have led workers’ rights representatives to attempt to establish transnational industrial relations systems to complement existing national systems. In practice, these attempts have mainly been operationalised in unilateral codes of conduct; recently, however, negotiated international framework agreements (IFAs) have been proposed as an alternative. Despite their growing importance, few studies have empirically studied IFAs. This paper starts to fill this gap by studying why corporations adopt IFAs, based on a qualitative study of the process leading to the signing of a recent IFA. The study’s findings complement existing research into why corporations adopt IFAs, codes of conduct, and CSR policies by demonstrating that corporate motives can be linked to a desire to retain a trusting relationship with the labour union movement. In addition, the findings indicate that the discrete campaign model of stakeholder pressure dominant in previous research should be complemented by a continuous bargaining model of stakeholder pressure. The paper concludes by discussing differences between these conceptual models of stakeholder pressure and avenues for future research.",84,4,529,547,Business ethics; Corporate social responsibility; Economics; Qualitative research; Stakeholder; Code of conduct; Enforcement; Industrial relations; Public relations; Developing country,,,,,https://econpapers.repec.org/RePEc:kap:jbuset:v:84:y:2009:i:4:p:529-547 http://gupea.ub.gu.se/bitstream/2077/18841/1/gupea_2077_18841_1.pdf https://ideas.repec.org/a/kap/jbuset/v84y2009i4p529-547.html https://core.ac.uk/display/16323637 https://gupea.ub.gu.se/handle/2077/18841 https://gupea.ub.gu.se/bitstream/2077/18841/1/gupea_2077_18841_1.pdf https://dialnet.unirioja.es/servlet/articulo?codigo=2898403 https://link.springer.com/content/pdf/10.1007%2Fs10551-008-9722-3.pdf https://guoa.ub.gu.se/handle/2077/18841 https://core.ac.uk/download/16323637.pdf,http://dx.doi.org/10.1007/s10551-008-9722-3,,10.1007/s10551-008-9722-3,2085508860,,0,000-270-953-159-02X; 001-181-047-404-072; 002-324-860-137-175; 002-342-495-551-237; 003-362-976-117-137; 005-083-555-478-787; 005-160-367-925-179; 005-364-427-231-588; 007-121-276-501-902; 008-023-819-177-254; 009-526-859-483-37X; 010-570-580-602-38X; 013-038-314-200-300; 015-271-876-692-523; 016-151-014-430-415; 016-600-082-851-415; 016-944-211-583-998; 017-586-070-931-184; 017-828-310-742-083; 018-159-887-581-414; 021-768-790-213-537; 022-273-630-092-483; 022-512-643-506-628; 023-618-747-331-369; 023-946-778-401-860; 024-195-858-822-595; 026-095-861-572-886; 027-149-598-421-980; 027-827-119-143-849; 028-874-753-388-876; 031-005-343-036-628; 031-512-514-840-618; 032-004-804-982-855; 035-229-211-702-279; 038-738-246-554-442; 040-890-795-364-607; 045-303-479-189-889; 047-571-873-593-592; 050-665-035-191-995; 051-875-265-995-253; 053-673-864-476-284; 053-942-868-831-557; 056-138-129-674-289; 056-440-349-691-723; 057-515-729-759-283; 059-516-291-335-028; 061-442-625-843-114; 062-501-846-641-595; 063-209-535-849-32X; 063-919-757-599-959; 066-063-257-778-743; 072-082-358-076-40X; 075-398-850-876-396; 079-038-523-606-520; 080-013-551-675-042; 080-613-474-290-657; 080-665-877-144-245; 085-504-692-631-105; 090-993-352-547-901; 091-498-532-105-295; 094-481-230-172-044; 096-893-169-185-439; 097-689-037-839-021; 111-546-723-856-486; 112-621-244-113-259; 115-482-499-323-938; 115-983-160-091-256; 116-995-029-372-049; 118-376-413-764-653; 122-163-565-775-656; 123-132-798-455-615; 125-896-346-967-209; 126-108-313-538-738; 133-610-457-080-401; 137-031-633-097-691; 137-733-250-093-227; 141-552-865-624-989; 143-589-729-046-223; 149-620-499-530-781; 151-057-191-598-378; 153-154-367-523-095; 153-924-703-894-513; 156-761-273-207-562; 157-470-127-263-343; 163-010-174-640-893; 167-251-354-002-269; 172-886-453-156-968; 175-286-827-257-553; 178-586-616-660-338; 182-454-681-169-449,55,true,,green
015-205-189-975-286,Sharing vocabularies: towards horizontal alignment of values-driven business functions,2018-05-23,2018,journal article,Journal of Business Ethics,01674544; 15730697,Springer Science and Business Media LLC,Netherlands,Mollie Painter; Sareh Pouryousefi; Sally Hibbert; Jo-Anna Russon,"This paper highlights the emergence of different ‘vocabularies’ that describe various values-driven business functions within large organisations and argues for improved horizontal alignment between them. We investigate two established functions that have long-standing organisational histories: Ethics and Compliance (E&C) and Corporate Social Responsibility (CSR). By drawing upon research on organisational alignment, we explain both the need for and the potential benefit of greater alignment between these values-driven functions. We then examine the structural and socio-cultural dimensions of organisational systems through which E&C and CSR horizontal alignment can be coordinated to improve synergies, address tensions, and generate insight to inform future research and practice in the field of Business and Society. The paper concludes with research questions that can inform future scholarly research and a practical model to guide organizations’ efforts towards inter-functional, horizontal alignment of values-driven organizational practice.",155,4,965,979,Business ethics; Corporate social responsibility; Business; Quality of Life Research; Field (Bourdieu); Compliance (psychology); Organizational practice; Research questions; Knowledge management,,,,,https://link.springer.com/content/pdf/10.1007/s10551-018-3901-7.pdf http://eprints.nottingham.ac.uk/49555/ https://philpapers.org/rec/PAISVT https://dialnet.unirioja.es/servlet/articulo?codigo=7374453 https://nottingham-repository.worktribe.com/output/933917 https://ideas.repec.org/a/kap/jbuset/v155y2019i4d10.1007_s10551-018-3901-7.html https://link.springer.com/article/10.1007/s10551-018-3901-7 https://core.ac.uk/download/146492184.pdf,http://dx.doi.org/10.1007/s10551-018-3901-7,,10.1007/s10551-018-3901-7,2786233225,,0,002-065-143-635-661; 002-916-689-306-66X; 003-090-247-441-002; 003-498-945-417-850; 003-540-184-791-173; 003-605-839-435-343; 005-213-346-189-498; 006-804-351-454-760; 007-951-110-371-450; 008-618-474-095-415; 010-273-283-483-918; 010-417-212-207-756; 011-371-887-881-55X; 013-858-820-525-515; 014-279-750-052-045; 015-574-759-409-256; 018-633-424-296-938; 021-290-763-481-261; 022-094-402-462-901; 023-299-028-044-034; 023-693-865-715-486; 024-713-338-723-670; 025-944-119-031-986; 026-197-051-291-561; 026-309-704-636-111; 026-754-302-737-919; 026-895-802-475-205; 028-078-913-966-35X; 030-463-686-929-657; 033-909-936-100-554; 034-480-811-907-204; 035-556-471-787-086; 035-987-568-846-788; 037-209-808-166-506; 040-344-640-544-410; 040-578-793-420-170; 041-634-627-838-715; 042-783-924-436-777; 044-379-473-882-900; 045-198-645-689-458; 047-017-561-246-26X; 047-504-378-155-720; 049-041-837-208-639; 049-343-308-255-927; 050-187-110-687-218; 055-127-219-449-931; 055-240-353-445-83X; 055-456-778-197-651; 063-852-849-676-110; 064-055-078-781-450; 064-259-817-997-672; 068-133-363-476-179; 072-831-693-642-611; 072-907-146-920-609; 078-043-943-840-33X; 078-237-197-615-207; 081-220-734-335-268; 082-171-985-858-889; 082-815-961-326-23X; 082-834-688-685-525; 086-455-501-443-530; 086-806-368-662-479; 087-994-379-164-499; 092-588-906-414-400; 092-655-847-198-572; 093-599-974-666-052; 097-106-240-878-31X; 098-700-441-844-448; 100-456-092-421-946; 101-503-717-631-528; 102-342-642-803-541; 102-497-205-334-931; 104-905-649-240-488; 107-274-748-521-438; 107-309-665-333-797; 107-355-291-666-358; 108-608-622-604-354; 108-634-859-488-864; 110-945-323-967-656; 111-141-823-258-031; 112-595-278-796-24X; 112-631-921-152-589; 113-774-324-419-999; 114-162-889-536-921; 115-373-591-444-545; 118-973-012-347-256; 122-996-499-278-833; 123-242-545-379-340; 127-356-618-215-912; 130-387-676-928-46X; 136-485-190-361-798; 137-687-851-781-717; 138-640-592-804-256; 139-385-233-463-630; 139-641-412-398-758; 141-887-829-607-422; 147-745-162-408-322; 147-906-031-463-166; 149-868-906-484-698; 150-756-983-846-92X; 152-090-974-145-229; 154-043-332-991-168; 154-529-490-924-235; 156-628-929-193-587; 163-113-889-893-140; 164-324-872-347-991; 166-319-166-300-914; 167-756-664-715-081; 171-501-948-286-880; 175-732-462-285-398; 181-658-608-151-750; 182-199-495-327-639; 182-867-587-691-99X; 184-279-347-771-968; 185-039-095-057-891,10,true,cc-by,hybrid
015-311-640-401-375,Actor and Institutional Dynamics in the Development of Multi-stakeholder Initiatives,2014-11-28,2014,journal article,Journal of Business Ethics,01674544; 15730697,Springer Science and Business Media LLC,Netherlands,Anica Zeyen; Markus Beckmann; Stella Wolters,"As forms of private self-regulation, multi-stakeholder initiatives (MSIs) have emerged as an important empirical phenomenon in global governance processes. At the same time, MSIs are also theoretically intriguing because of their inherent double nature. On the one hand, MSIs spell out CSR standards that define norms for corporate behavior. On the other hand, MSIs are also the result of corporate and stakeholder behavior. We combine the perspectives of institutional theory and club theory to conceptualize this double nature of MSIs. Based on a stage model that looks at the interplay of actor and institutional dynamics, we generate insights into why actors join a voluntary MSI, how the various motivations and intentions of the actors influence the standard development, and how these as well as the MSI design are subsequently influenced by both external (institutional) and internal (club) dynamics.",135,2,341,360,Business ethics; Corporate social responsibility; Sociology; Institutional theory; Stakeholder; Global governance; Club; Soft law; Public relations; Phenomenon,,,,,https://dialnet.unirioja.es/servlet/articulo?codigo=5993442 https://link.springer.com/article/10.1007/s10551-014-2468-1 https://philpapers.org/rec/ZEYAAI https://EconPapers.repec.org/RePEc:kap:jbuset:v:135:y:2016:i:2:d:10.1007_s10551-014-2468-1 https://core.ac.uk/download/28906850.pdf,http://dx.doi.org/10.1007/s10551-014-2468-1,,10.1007/s10551-014-2468-1,1965182583,,0,002-228-674-755-594; 002-342-495-551-237; 004-679-437-223-186; 007-051-788-238-561; 007-700-619-377-429; 008-653-569-826-114; 013-662-878-004-590; 014-133-586-991-355; 014-802-617-412-906; 015-553-760-571-784; 016-323-277-794-200; 017-883-497-801-937; 019-085-129-132-967; 019-739-760-807-68X; 019-785-607-877-590; 021-082-486-741-048; 021-150-808-751-276; 021-673-103-091-370; 021-807-509-387-770; 022-386-013-722-532; 022-512-643-506-628; 025-294-435-496-353; 027-339-723-966-830; 027-738-256-113-553; 027-827-119-143-849; 029-337-468-482-84X; 029-446-013-777-353; 029-497-492-744-62X; 031-680-393-527-82X; 031-685-218-411-910; 033-326-086-815-355; 033-819-390-694-768; 033-852-662-613-736; 033-921-879-640-395; 036-968-647-555-64X; 038-624-950-741-641; 041-406-186-861-500; 041-651-189-089-228; 041-994-626-072-446; 044-620-020-424-665; 045-382-274-154-381; 049-440-520-447-808; 052-656-832-498-891; 054-733-622-133-834; 055-242-766-108-742; 056-373-089-585-408; 057-764-489-042-482; 059-296-183-132-23X; 059-335-453-010-021; 060-011-378-537-345; 062-145-186-256-692; 062-321-151-581-014; 064-091-717-837-982; 067-211-499-657-897; 068-659-415-891-718; 070-194-905-153-149; 071-573-990-930-50X; 071-723-708-349-166; 071-907-688-587-285; 075-360-971-486-50X; 077-993-489-416-741; 080-620-946-727-788; 080-665-877-144-245; 081-682-983-664-886; 082-171-985-858-889; 082-238-952-492-634; 082-455-423-583-523; 082-778-629-430-30X; 083-532-857-270-885; 084-111-353-884-761; 084-734-896-700-958; 085-856-771-600-680; 086-265-314-803-951; 086-432-603-900-366; 087-139-739-190-74X; 090-039-008-619-426; 094-252-168-972-470; 101-668-619-202-012; 103-078-062-409-421; 103-780-648-457-48X; 104-185-973-082-618; 104-286-041-491-051; 105-446-541-277-824; 106-304-627-819-244; 107-574-249-765-23X; 109-888-960-411-745; 115-482-499-323-938; 117-047-417-905-333; 120-686-897-131-849; 121-636-302-080-124; 122-977-349-857-289; 123-694-573-650-975; 128-438-218-182-416; 130-152-331-827-851; 130-634-263-660-413; 131-340-361-955-007; 132-264-581-075-022; 136-223-133-423-446; 140-152-638-698-68X; 144-688-679-464-899; 145-198-055-760-213; 150-854-659-167-385; 156-208-441-443-940; 160-062-199-873-859; 165-629-343-119-524; 165-907-889-503-832; 168-420-589-643-82X; 171-468-421-790-608; 182-199-495-327-639; 182-292-289-414-076; 184-645-827-882-648; 185-366-915-945-623; 193-107-258-263-342,45,true,,
016-630-577-616-510,Alternative Dispute Resolution for Stakeholders in International Investment Law,2012-04-04,2012,journal article,Journal of International Economic Law,13693034; 14643758,Oxford University Press (OUP),United Kingdom,David Collins,"This article discusses several alternative dispute resolution (‘ADR’) mechanisms that intend to address complaints from civil society stakeholder groups that may suffer as a consequence of foreign direct investment (‘FDI’). ADR methods such as mediation are well suited to resolving international investment disputes of this nature because these methods are more accessible to such stakeholders in the developing world where conventional fora such as civil courts may be unavailable, not independent or else too expensive. The article explores common stakeholder grievance procedures within the international development banks that fund investment projects in the developing world. It then examines the national contact points (‘NCP’) procedures established under the Organization for Economic Cooperation and Development as well as a new office maintained by the Canadian government for complaints regarding foreign investment in the extractive sector. The article concludes by recommending ways in which participation in these types of processes by investors and other stakeholders can be improved through mandatory provisions in international investment agreements (‘IIA’)s.",15,2,673,700,Alternative dispute resolution; Government; Political science; Mediation; Stakeholder; Investment (macroeconomics); Public administration; Foreign direct investment; Public relations; Civil society; International development,,,,,https://ideas.repec.org/a/oup/jieclw/v15y2012i2p673-700.html http://academic.oup.com/jiel/article-abstract/15/2/673/2193626 http://jiel.oxfordjournals.org/content/15/2/673.full.pdf https://openaccess.city.ac.uk/id/eprint/1034/ https://econpapers.repec.org/article/oupjieclw/v_3a15_3ay_3a2012_3ai_3a2_3ap_3a673-700.htm https://academic.oup.com/jiel/article-abstract/15/2/673/2193626/Alternative-Dispute-Resolution-for-Stakeholders-in https://core.ac.uk/download/2708223.pdf,http://dx.doi.org/10.1093/jiel/jgs019,,10.1093/jiel/jgs019,2767207970,,0,,1,true,,green
016-776-829-226-79X,Legitimacy Strategies in Corporate Environmental Reporting: A Longitudinal Analysis of German DAX Companies’ Disclosed Objectives,2017-10-20,2017,journal article,Journal of Business Ethics,01674544; 15730697,Springer Science and Business Media LLC,Netherlands,P Borgstedt; Ann-Marie Nienaber; Bernd Liesenkötter; Gerhard Schewe,"Ecological objectives in environmental reports usually promise a high degree of environmental responsibilities in a company’s activities. Several studies have already highlighted that most companies do not keep their promises since stakeholders’ expectations and a company’s capabilities for internal adjustments do not always match. Thus, a company might use strategic reporting in order not to endanger its legitimacy. However, no study so far has demonstrated how companies use different legitimacy strategies in reporting their environmental objectives over time. To achieve this in our study, we focus primarily on findings from legitimacy theory in combination with the legitimacy strategies suggested by Lindblom (in: Gray, Bebbington, Gray (eds) Social and environmental accounting: developing the field, Sage, Los Angeles, pp 51–63, 2010). To test our theoretical framework empirically, we analyze 260 corporate environmental reports of German DAX companies between the years 2000–2014 by coding all disclosed objectives within these reports. Based on this longitudinal approach, we are able to identify reporting patterns of the different companies that provide insights into those companies’ environmental reporting legitimacy strategies. Overall, this study contributes to research on voluntary disclosure by showing that a comprehensive analysis of the reporting pattern of disclosed objectives allows the identification of certain legitimacy strategies.",158,1,177,200,Business ethics; Accounting; Business; German; Environmental accounting; Voluntary disclosure; Environmental reporting; Legitimacy theory; Legitimacy; Sustainability,,,,,https://www.wiwi.uni-muenster.de/orga/de/forschung/publikationen/131119 https://philpapers.org/rec/BORLSI https://link.springer.com/article/10.1007%2Fs10551-017-3708-y https://ideas.repec.org/a/kap/jbuset/v158y2019i1d10.1007_s10551-017-3708-y.html https://pureportal.coventry.ac.uk/en/publications/legitimacy-strategies-in-corporate-environmental-reporting-a-long https://dialnet.unirioja.es/servlet/articulo?codigo=7376990 https://core.ac.uk/download/228152560.pdf,http://dx.doi.org/10.1007/s10551-017-3708-y,,10.1007/s10551-017-3708-y,2767126583,,0,001-350-789-747-466; 002-800-351-395-955; 004-248-358-406-457; 006-080-230-736-840; 007-672-856-282-540; 009-292-371-162-047; 009-605-918-874-537; 012-805-278-438-570; 012-886-755-613-026; 015-271-876-692-523; 018-338-757-366-146; 019-285-892-443-992; 020-186-611-104-284; 022-512-643-506-628; 024-919-236-087-54X; 025-885-727-820-308; 027-827-119-143-849; 030-497-205-483-187; 031-640-222-701-479; 032-537-142-372-223; 035-029-281-746-123; 035-864-186-370-825; 035-980-455-448-247; 036-287-815-639-081; 036-622-231-967-298; 043-176-395-958-175; 050-186-986-478-90X; 051-874-175-549-837; 051-875-265-995-253; 052-269-721-530-107; 052-802-334-885-429; 054-168-603-600-274; 056-208-075-273-375; 056-505-335-399-152; 056-917-882-563-661; 057-515-729-759-283; 058-529-355-940-89X; 058-530-271-876-585; 059-578-756-195-074; 059-963-608-933-099; 060-130-439-008-845; 061-269-767-930-102; 065-666-306-176-711; 066-392-733-351-415; 069-359-566-933-120; 069-533-155-665-652; 070-885-828-694-920; 076-551-437-187-006; 077-567-241-057-683; 078-162-179-268-535; 078-309-691-205-473; 080-233-701-791-474; 080-245-354-492-901; 081-525-020-629-042; 088-267-401-011-938; 091-090-785-706-348; 095-085-270-058-504; 100-442-660-273-842; 100-959-243-868-329; 103-986-100-403-703; 115-482-499-323-938; 116-258-156-502-571; 122-557-730-257-177; 123-694-573-650-975; 125-188-620-591-113; 127-356-618-215-912; 129-081-706-432-768; 129-603-367-329-525; 133-610-457-080-401; 136-132-642-511-694; 140-364-283-421-60X; 143-189-337-063-89X; 144-542-975-512-54X; 147-376-549-088-975; 148-382-488-651-492; 151-969-599-020-395; 154-042-304-754-208; 160-444-730-392-309; 162-290-133-902-677; 163-360-046-306-743; 166-859-361-418-798; 167-032-318-111-150; 173-804-389-980-841; 179-187-453-671-961; 180-373-229-924-527; 180-427-613-306-96X; 186-743-383-364-816; 188-557-366-559-201; 190-599-146-083-405; 195-671-047-410-277,12,true,,
016-819-977-726-443,Understanding Communication of Sustainability Reporting: Application of Symbolic Convergence Theory (SCT),2018-04-20,2018,journal article,Journal of Business Ethics,01674544; 15730697,Springer Netherlands,Netherlands,Mohammed Hossain; Tarikul Islam; Mahmood Ahmed Momin; Shamsun Nahar; Samsul Alam,"The purpose of this paper is to investigate the nature of rhetoric and rhetorical strategies that are implicit in the standalone sustainability reporting of the top 24 companies of the Fortune 500 Global. We adopt Bormann’s (Q J Speech 58(4):396–407, 1972) SCT framework to study the rhetorical situation and how corporate sustainability reporting (CSR) messages can be communicated to the audience (public). The SCT concepts in the sustainability reporting’s communication are subject to different types of legitimacy strategies that are used by corporations as a validity and legitimacy claim in the reports. A content analysis has been conducted and structural coding schemes have been developed based on the literature. The schemes are applied to the SCT model which recognizes the symbolic convergent processes of fantasy among communicators in a Society. The study reveals that most of the sample companies communicate fantasy type and rhetorical vision in their corporate sustainability reporting. However, the disclosure or messages are different across locations and other taxonomies of the SCT framework. This study contributes to the current CSR literature about how symbolic or fantasy understandings can be interpreted by the users. It also discusses the persuasion styles that are adopted by the companies for communication purposes. This study is the theoretical extension of the SCT. Researchers may be interested in further investigating other online communication paths, such as human rights reports and director’s reports.",160,2,1,24,Business ethics; Corporate social responsibility; Sociology; Rhetorical question; Corporate sustainability; Rhetorical situation; Sustainability reporting; Persuasion; Public relations; Symbolic convergence theory,,,,,https://ideas.repec.org/a/kap/jbuset/v160y2019i2d10.1007_s10551-018-3874-6.html http://repository.essex.ac.uk/24007/ https://econpapers.repec.org/RePEc:kap:jbuset:v:160:y:2019:i:2:d:10.1007_s10551-018-3874-6 https://philpapers.org/rec/HOSUCO https://core.ac.uk/display/159508425 https://research-repository.griffith.edu.au/handle/10072/374360 https://link.springer.com/article/10.1007/s10551-018-3874-6 https://dialnet.unirioja.es/servlet/articulo?codigo=7379508 https://dora.dmu.ac.uk/handle/2086/17074 https://research-repository.griffith.edu.au/bitstream/10072/374360/1/Hossain374360.pdf,https://ideas.repec.org/a/kap/jbuset/v160y2019i2d10.1007_s10551-018-3874-6.html,,,2801910201,,0,000-613-131-948-195; 000-802-211-273-143; 001-429-887-764-27X; 001-598-224-904-320; 001-695-911-910-022; 002-470-676-659-462; 002-484-704-347-595; 003-053-066-951-385; 003-089-105-705-22X; 005-934-198-383-001; 007-060-573-480-97X; 008-568-541-949-263; 010-321-499-951-964; 012-172-840-533-907; 012-805-278-438-570; 012-886-755-613-026; 013-075-070-969-203; 013-415-933-630-538; 013-585-741-575-812; 013-940-888-751-685; 014-104-455-433-334; 014-270-149-996-36X; 014-501-929-688-283; 014-980-505-478-363; 018-324-854-065-540; 018-856-590-695-537; 018-873-977-742-515; 019-285-892-443-992; 020-572-384-103-198; 020-583-896-563-204; 021-557-387-566-009; 021-919-538-033-564; 022-635-726-264-222; 022-676-392-143-906; 024-319-115-973-589; 025-041-256-644-503; 025-343-070-754-839; 026-074-388-304-890; 026-310-682-855-767; 026-367-151-055-952; 026-754-743-314-348; 027-610-501-516-151; 030-059-413-847-512; 032-225-042-214-903; 032-289-457-604-834; 032-957-594-850-346; 033-669-864-385-756; 034-680-355-745-016; 034-848-852-823-034; 035-005-108-667-660; 035-177-364-825-032; 035-556-471-787-086; 037-766-533-059-905; 038-899-244-061-908; 038-985-612-467-188; 039-440-741-602-450; 039-816-572-546-920; 041-506-870-208-741; 041-992-864-480-948; 043-200-840-148-259; 043-309-914-252-083; 044-828-563-038-35X; 045-201-107-411-584; 046-448-740-323-433; 046-483-414-109-961; 047-326-338-428-975; 048-084-385-775-90X; 048-638-333-300-39X; 049-299-202-388-654; 050-920-938-723-206; 051-134-895-616-555; 052-138-324-461-46X; 052-802-334-885-429; 052-995-803-653-596; 055-127-219-449-931; 055-300-952-038-226; 056-294-025-828-41X; 056-875-459-972-81X; 056-950-079-940-16X; 058-116-926-792-523; 059-132-666-093-246; 059-578-756-195-074; 061-401-114-696-852; 061-517-541-042-655; 061-987-846-331-69X; 062-209-174-499-670; 062-984-951-111-368; 063-046-483-458-808; 063-447-030-586-433; 064-091-717-837-982; 066-318-227-701-368; 067-045-240-607-339; 067-625-101-101-064; 069-591-753-734-238; 071-705-012-192-085; 075-410-355-502-097; 075-743-061-841-443; 076-367-378-612-411; 076-590-599-359-204; 077-034-203-125-575; 077-544-748-673-504; 078-569-872-243-672; 078-829-308-110-383; 079-386-637-633-472; 080-233-701-791-474; 082-072-613-240-267; 082-332-423-519-687; 082-815-961-326-23X; 083-947-192-955-357; 084-141-163-721-264; 084-798-990-750-663; 084-887-461-068-719; 086-740-221-888-626; 087-135-829-750-87X; 087-139-739-190-74X; 090-951-219-744-636; 092-235-131-089-660; 092-469-286-640-471; 095-061-657-008-222; 095-894-235-707-521; 098-926-960-817-208; 100-657-814-529-563; 101-590-306-362-536; 105-505-856-184-531; 106-315-961-318-940; 107-274-748-521-438; 108-812-328-359-35X; 113-668-058-624-076; 114-781-566-398-731; 116-580-339-940-801; 118-013-216-581-193; 118-354-522-870-183; 118-684-649-570-075; 119-397-843-207-581; 123-012-191-176-373; 123-718-094-124-496; 124-614-562-928-402; 126-619-567-094-318; 128-874-772-130-630; 131-825-389-033-552; 132-709-860-583-141; 133-442-768-984-168; 133-718-238-027-891; 141-490-065-971-949; 143-805-663-281-768; 144-920-672-345-671; 147-386-392-027-355; 147-596-036-982-247; 148-382-488-651-492; 150-454-189-284-671; 150-895-415-745-485; 151-668-877-533-061; 152-065-284-437-617; 152-779-906-681-45X; 153-047-754-666-156; 153-071-150-936-83X; 153-165-258-613-757; 153-905-245-264-106; 157-453-524-539-716; 158-225-624-492-267; 162-290-133-902-677; 163-354-953-810-58X; 164-120-129-692-364; 165-995-713-735-78X; 170-721-958-617-805; 173-804-389-980-841; 173-923-021-329-673; 174-270-834-627-804; 178-187-725-739-91X; 178-403-408-561-568; 178-628-496-923-596; 181-544-903-034-80X; 187-328-068-153-590; 189-425-082-587-026; 189-730-376-153-865; 191-158-971-193-930; 192-600-962-903-393; 193-464-576-103-550,24,false,,
018-881-001-780-229,Corporate Social Responsibility (CSR) Implementation: A Review and a Research Agenda Towards an Integrative Framework.,2022-02-02,2022,journal article,Journal of business ethics : JBE,01674544; 15730697,Springer Netherlands,Netherlands,Tahniyath Fatima; Said Elbanna,"<AbstractText>In spite of accruing concerted scholarly and managerial interest since the 1950s in corporate social responsibility (CSR), its implementation is still a growing topic as most of it remains academically unexplored. As CSR continues to establish a stronger foothold in organizational strategies, understanding its implementation is needed for both academia and industry. In an attempt to respond to this need, we carry out a systematic review of 122 empirical studies on CSR implementation to provide a status quo of the literature and inform future scholars. We develop a research agenda in the form of an integrated framework of CSR implementation that pronounces its multi-dimensional and multi-level nature and provides a snapshot of the current literature status of CSR implementation. Future research avenues relating to multi-level studies, theoretically supported research models, developing economy settings, and more are recommended. Practitioners can also benefit through utilizing the holistic framework to attain a bird's eye view and proactively formulate and implement CSR strategies that can be facilitated by collaborations with CSR scholars and experts.</AbstractText>;           <AbstractText Label=""SUPPLEMENTARY INFORMATION"" NlmCategory=""BACKGROUND"">The online version contains supplementary material available at 10.1007/s10551-022-05047-8.</AbstractText>;           <CopyrightInformation>© The Author(s), under exclusive licence to Springer Nature B.V. 2022.</CopyrightInformation>",,,1,,Corporate social responsibility; Status quo; Business ethics; Empirical research; Business; Quality of Life Research; Public relations; Knowledge management,CSR complexity; CSR formulation; CSR implementation framework; CSR strategy; Corporate social responsibility implementation,,,,,http://dx.doi.org/10.1007/s10551-022-05047-8,35125567,10.1007/s10551-022-05047-8,,PMC8807959,0,000-427-931-824-511; 000-651-117-846-018; 000-675-919-585-08X; 001-100-698-335-608; 002-178-561-752-271; 003-224-724-663-056; 005-530-337-535-941; 006-471-754-181-493; 009-024-987-910-508; 009-275-560-936-887; 009-878-289-017-973; 010-291-290-482-883; 010-615-958-268-069; 011-163-889-382-264; 012-722-038-604-345; 013-205-371-955-051; 013-265-327-584-446; 013-465-811-643-432; 013-886-805-486-819; 014-135-618-020-596; 014-279-750-052-045; 014-666-047-992-844; 015-422-363-638-471; 015-999-921-788-017; 016-631-457-068-18X; 017-492-045-801-882; 018-617-758-043-615; 019-044-404-755-894; 019-957-789-354-683; 020-008-556-438-73X; 020-352-380-542-922; 020-683-919-306-322; 020-686-436-751-628; 027-788-678-459-437; 028-281-264-983-240; 030-351-867-629-34X; 033-584-740-448-038; 034-329-257-116-269; 035-982-342-731-07X; 036-580-129-411-83X; 041-898-461-437-899; 042-588-718-064-075; 045-754-631-412-145; 045-857-385-595-67X; 049-058-478-627-559; 050-011-310-936-208; 050-967-020-245-894; 051-134-895-616-555; 051-315-983-508-717; 053-248-008-907-064; 054-145-450-981-448; 054-733-348-127-940; 054-912-286-540-871; 055-927-829-013-436; 056-946-677-230-123; 057-993-203-967-818; 060-046-860-669-426; 060-571-945-430-102; 061-335-049-978-358; 063-559-444-963-864; 064-263-085-572-055; 064-894-777-454-253; 066-776-241-314-717; 067-468-260-932-782; 067-646-188-697-560; 068-063-531-844-671; 068-917-859-828-874; 069-206-139-517-387; 069-979-400-051-010; 070-555-768-271-982; 070-773-398-109-800; 071-679-197-978-466; 072-944-398-606-07X; 073-469-448-270-911; 074-567-858-822-606; 075-141-321-259-890; 075-813-259-118-438; 076-499-153-140-278; 077-360-324-283-899; 078-878-622-221-576; 079-166-777-118-697; 079-979-949-181-659; 084-015-570-758-200; 084-142-046-233-004; 084-551-630-537-450; 085-300-287-100-525; 086-033-722-156-455; 088-049-228-430-614; 093-875-235-826-41X; 096-904-868-858-373; 101-308-206-668-624; 102-274-099-713-322; 102-422-617-420-880; 104-549-867-870-64X; 105-838-601-739-57X; 106-926-388-509-041; 109-881-515-874-360; 111-871-776-935-822; 111-931-151-441-410; 113-261-843-924-301; 113-570-807-307-030; 113-689-812-895-007; 113-974-887-016-612; 114-781-566-398-731; 115-482-499-323-938; 118-832-042-546-855; 119-196-126-939-201; 120-515-958-941-348; 123-456-315-426-010; 123-700-015-783-843; 124-385-396-946-958; 129-661-140-813-916; 131-874-649-335-970; 133-563-133-466-878; 134-064-181-972-409; 135-675-543-046-285; 138-054-926-688-24X; 139-503-766-807-533; 143-655-812-430-667; 146-665-791-718-554; 147-262-398-110-198; 150-756-983-846-92X; 158-798-678-208-274; 160-264-524-121-825; 164-020-839-739-587; 165-028-854-687-36X; 174-471-746-238-834; 182-199-495-327-639; 182-867-587-691-99X; 198-307-787-949-76X,6,true,,bronze
019-255-701-371-109,Complete and Partial Organizing for Corporate Social Responsibility,2013-08-07,2013,journal article,Journal of Business Ethics,01674544; 15730697,Springer Science and Business Media LLC,Netherlands,Andreas Rasche; Frank G. A. de Bakker; Jeremy Moon,"This paper investigates different modes of organizing for corporate social responsibility (CSR). Based on insights from organization theory, we theorize two ways to organize for CSR. “Complete” organization for CSR happens within businesses and depends on the availability of certain organizational elements (e.g., membership, hierarchy, rules, monitoring, and sanctioning). By contrast, “partial” organization for CSR happens when organizers do not have direct access to all these organizational elements. We discuss partial organization for CSR by analyzing how standards and cross-sector partnerships make selective use of organizational elements. We maintain that an important feature of the increasing institutionalization of CSR—not only within businesses but also among non-governmental, governmental, and professional actors—is the rise of partial forms of organization. We discuss the contributions to this Special Issue in the context of our theorization of complete/partial organization for CSR and outline avenues for further research.",115,4,651,663,Business ethics; Corporate social responsibility; Business; Institutional theory; Institutionalisation; Organization studies; Context (language use); Hierarchy; Public relations; Organizational theory,,,,,https://nottingham-repository.worktribe.com/output/1001787 https://philpapers.org/rec/RASCAP-3 https://dialnet.unirioja.es/servlet/articulo?codigo=4394129 http://eprints.nottingham.ac.uk/2358/ https://ideas.repec.org/a/kap/jbuset/v115y2013i4p651-663.html https://link.springer.com/content/pdf/10.1007%2Fs10551-013-1824-x.pdf https://dx.doi.org/10.1007/s10551-013-1824-x https://EconPapers.repec.org/RePEc:kap:jbuset:v:115:y:2013:i:4:p:651-663 https://link.springer.com/article/10.1007/s10551-013-1824-x https://research.vu.nl/en/publications/complete-and-partial-organizing-for-corporate-social-responsibili https://www.narcis.nl/publication/RecordID/oai%3Aresearch.vu.nl%3Apublications%2F8e18ec9c-e95f-491d-91b4-7b82240a8da7 http://core.ac.uk/display/29029413 https://paperity.org/p/33745924/complete-and-partial-organizing-for-corporate-social-responsibility https://research.cbs.dk/en/publications/complete-and-partial-organizing-for-corporate-social-responsibili http://dx.doi.org/10.1007/s10551-013-1824-x https://core.ac.uk/download/29029413.pdf,http://dx.doi.org/10.1007/s10551-013-1824-x,,10.1007/s10551-013-1824-x,2072627327,,0,002-518-274-999-771; 003-024-848-717-371; 003-276-274-566-121; 005-741-105-818-846; 006-292-752-730-694; 006-294-052-644-153; 007-020-314-720-143; 007-197-203-906-395; 008-866-824-208-364; 009-024-987-910-508; 010-908-048-032-566; 014-975-843-933-30X; 016-411-180-460-079; 017-722-013-337-190; 017-771-076-509-798; 018-008-386-305-106; 021-174-830-017-349; 021-727-755-047-907; 022-373-285-369-522; 022-386-013-722-532; 022-952-281-676-433; 024-268-735-513-72X; 027-147-842-719-06X; 030-059-170-389-413; 030-752-062-304-270; 031-613-960-583-423; 032-954-457-523-564; 035-556-471-787-086; 035-704-145-131-817; 039-434-139-666-821; 039-435-284-833-90X; 039-653-425-058-472; 039-738-183-041-020; 042-461-000-886-629; 044-624-734-049-500; 044-685-761-781-421; 045-754-631-412-145; 046-841-674-135-16X; 047-460-128-505-546; 049-914-262-600-874; 052-042-505-597-896; 054-770-497-038-338; 054-933-193-504-647; 055-127-219-449-931; 055-222-575-590-371; 056-135-681-873-739; 058-281-024-860-194; 058-605-252-519-164; 062-714-822-325-765; 063-032-493-048-637; 064-337-792-484-854; 067-621-814-824-950; 067-945-242-728-795; 068-659-415-891-718; 073-237-585-901-326; 074-875-128-928-761; 081-075-315-162-86X; 082-112-133-630-243; 082-171-985-858-889; 083-349-126-274-975; 084-142-046-233-004; 086-071-950-887-978; 086-285-005-719-092; 087-815-409-614-029; 088-132-250-366-556; 088-919-850-566-219; 089-958-613-011-066; 092-235-131-089-660; 096-049-598-507-578; 098-961-837-238-597; 099-677-733-714-972; 103-492-481-923-285; 105-613-091-019-769; 106-431-652-537-638; 110-421-892-876-474; 112-588-881-102-454; 112-767-219-855-658; 113-849-247-645-661; 115-516-942-737-899; 121-340-017-801-647; 123-454-613-702-715; 128-914-453-979-569; 130-340-525-728-235; 132-042-340-002-953; 132-314-714-307-628; 132-915-119-172-216; 150-316-828-945-232; 153-917-384-253-683; 156-628-929-193-587; 160-020-172-743-856; 161-110-853-692-236; 163-113-889-893-140; 165-767-728-711-700; 172-632-468-547-531; 178-628-496-923-596; 182-420-761-395-66X; 184-790-553-293-803; 190-211-621-604-879; 194-701-488-982-412,88,true,cc-by,hybrid
019-735-973-297-507,"Advancing the business and human rights agenda: Dialogue, empowerment, and constructive engagement",2009-10-01,2009,journal article,Journal of Business Ethics,01674544; 15730697,Springer Science and Business Media LLC,Netherlands,Sébastien Mena; Marieke de Leede; Dorothée Baumann; Nicky Black; Sara Lindeman; Lindsay McShane,"As corporations are going global, they are increasingly confronted with human rights challenges. As such, new ways to deal with human rights challenges in corporate operations must be developed as traditional governance mechanisms are not always able to tackle them. This article presents five different views on innovative solutions for the relationships between business and human rights that all build on empowerment, dialogue and constructive engagement. The different approaches highlight an emerging trend toward a more active role for corporations in the protection of human rights. The first examines the need for enhanced dialogue between corporations and their stakeholders. The next three each examine a different facet of empowerment, a critical factor for the respect and protection of human rights: empowerment of the poor, of communities, and of consumers. The final one presents a case study of constructive corporate engagement in Myanmar (Burma). Altogether, these research projects provide insight into the complex relationships between corporate operations and human rights, by highlighting the importance of stakeholder dialogue and empowerment. All the five projects were presented during the Second Swiss Master Class in Corporate Social Responsibility, held in Lausanne, Switzerland on December 12, 2008. The audience for this conference, which examined business and human rights, was composed of researchers, governmental representatives, and business and non-governmental organization practitioners.",93,1,161,188,Business ethics; Corporate social responsibility; Sociology; Human rights; Stakeholder; Empowerment; Global governance; Constructive engagement; Corporate governance; Public relations,,,,,https://link.springer.com/article/10.1007/s10551-009-0188-8 https://openaccess.city.ac.uk/id/eprint/5794/ https://ideas.repec.org/a/kap/jbuset/v93y2010i1p161-188.html https://philpapers.org/rec/SBAATB https://core.ac.uk/display/76980549 https://www.jstor.org/stable/40605334 https://www.zora.uzh.ch/id/eprint/29161/ https://portal.research.lu.se/en/publications/advancing-the-business-and-human-rights-agenda-dialogue-empowerme http://lup.lub.lu.se/record/1587748 https://econpapers.repec.org/RePEc:kap:jbuset:v:93:y:2010:i:1:p:161-188 https://dialnet.unirioja.es/servlet/articulo?codigo=3184275 https://core.ac.uk/download/76980549.pdf,http://dx.doi.org/10.1007/s10551-009-0188-8,,10.1007/s10551-009-0188-8,2161738067,,0,004-132-984-565-100; 004-879-416-685-150; 008-360-972-159-033; 009-330-909-912-677; 013-227-017-461-806; 013-326-266-844-262; 016-590-355-615-420; 020-013-355-758-59X; 032-057-544-576-939; 035-306-773-950-123; 041-433-725-130-322; 042-058-521-959-643; 042-526-496-185-264; 043-095-556-651-47X; 043-099-827-787-028; 044-905-856-831-18X; 045-213-405-382-345; 046-164-804-991-576; 046-417-300-405-513; 046-866-014-593-668; 049-918-553-571-338; 052-294-980-842-943; 053-235-285-847-415; 053-807-222-717-972; 055-496-636-729-057; 062-473-948-582-930; 063-381-944-822-130; 064-961-667-733-97X; 066-063-257-778-743; 070-967-942-329-571; 071-010-239-115-833; 071-514-181-611-808; 073-374-356-213-336; 075-325-402-685-257; 075-912-472-162-503; 077-210-036-485-53X; 078-563-857-524-84X; 078-994-940-541-071; 079-028-615-717-35X; 080-640-938-640-947; 080-904-311-964-549; 083-742-907-533-010; 084-477-679-405-149; 085-189-071-250-636; 086-268-490-848-650; 088-541-703-373-976; 094-948-567-377-80X; 095-637-169-270-220; 095-869-566-874-928; 097-213-764-422-536; 097-332-571-639-976; 100-289-300-259-336; 101-307-152-136-563; 102-478-429-997-319; 104-151-020-216-343; 107-355-531-487-085; 111-392-544-238-501; 112-840-174-850-172; 112-993-226-222-360; 114-623-627-605-893; 124-113-091-793-568; 128-089-731-461-288; 128-133-545-763-974; 133-669-898-083-639; 133-813-952-474-248; 136-528-217-005-935; 137-178-631-327-445; 138-641-316-291-997; 150-320-236-572-470; 154-633-233-153-775; 158-479-450-610-920; 163-186-137-106-017; 163-541-241-987-09X; 166-007-953-431-187; 173-253-428-736-836; 173-810-763-044-625; 190-169-609-676-291,52,true,,green
020-352-380-542-922,Consumers’ Perceptions of Corporate Social Responsibility: Scale Development and Validation,2013-08-13,2013,journal article,Journal of Business Ethics,01674544; 15730697,Springer Science and Business Media LLC,Netherlands,Magdalena Öberseder; Bodo B. Schlegelmilch; Patrick E. Murphy; Verena Gruber,"Researchers and companies are paying increasing attention to corporate social responsibility (CSR) programs and the reaction to them by consumers. Despite such corporate efforts and an expanding literature exploring consumers’ response to CSR, it remains unclear how consumers perceive CSR and which “Gestalt” consumers have in mind when considering CSR. Academics and managers lack a tool for measuring consumers’ perceptions of CSR (CPCSR). This research explores CPCSR and develops a measurement model. Based on qualitative data from interviews with managers and consumers, the authors develop a conceptualization of CPCSR. Subsequently, model testing and validating occurs on three large quantitative data sets. The conceptualization and the measurement scale can assist companies to assess CPCSR relative to their performance. They also enable managers in identifying shortcomings in CSR engagement and/or communication. Finally, the paper discusses implications for marketing practice and future research.",124,1,101,115,Business ethics; Corporate social responsibility; Business; Marketing; Perception; Gestalt psychology; Scale development; Public relations; Scale (social sciences); Qualitative property; Conceptualization,,,,,https://ideas.repec.org/a/kap/jbuset/v124y2014i1p101-115.html https://philpapers.org/rec/BERCPO-3 https://rd.springer.com/article/10.1007/s10551-013-1787-y https://dialnet.unirioja.es/servlet/articulo?codigo=4899391 http://epub.wu.ac.at/4026/ http://epub.wu.ac.at/id/eprint/4026 https://econpapers.repec.org/RePEc:kap:jbuset:v:124:y:2014:i:1:p:101-115 https://link.springer.com/article/10.1007/s10551-013-1787-y https://link.springer.com/article/10.1007/s10551-013-1787-y/fulltext.html https://epub.wu.ac.at/4026/ https://core.ac.uk/download/18450237.pdf,http://dx.doi.org/10.1007/s10551-013-1787-y,,10.1007/s10551-013-1787-y,1981724586,,0,001-095-917-910-673; 001-284-253-843-035; 004-570-739-348-604; 005-202-209-962-954; 006-032-701-464-284; 009-292-371-162-047; 010-221-712-394-071; 010-909-112-045-383; 014-300-074-989-740; 014-343-045-734-116; 015-013-726-939-074; 015-924-366-219-440; 015-999-921-788-017; 017-492-045-801-882; 017-960-880-355-139; 018-606-075-915-716; 019-387-803-539-27X; 022-509-785-910-67X; 025-267-985-445-653; 025-885-727-820-308; 026-665-442-057-961; 029-052-083-023-694; 030-140-267-691-406; 032-779-497-658-310; 035-556-471-787-086; 043-213-633-162-472; 043-605-651-281-566; 044-993-914-448-254; 050-199-112-545-182; 052-042-505-597-896; 053-239-935-783-993; 056-126-178-605-45X; 056-888-105-032-700; 057-662-541-378-294; 058-012-780-638-075; 060-571-945-430-102; 061-032-025-769-668; 064-091-717-837-982; 066-259-271-521-076; 067-253-312-715-950; 069-259-438-012-556; 071-679-165-049-689; 077-811-940-103-863; 078-972-263-156-32X; 080-073-793-896-096; 088-049-228-430-614; 089-941-499-236-18X; 094-620-439-196-263; 095-364-903-723-343; 099-085-870-469-302; 099-766-355-075-046; 103-355-295-913-314; 106-685-972-035-944; 108-890-126-050-163; 111-598-768-315-055; 113-236-608-309-240; 118-000-617-184-954; 122-576-580-181-851; 122-937-778-784-122; 126-958-532-821-737; 128-910-399-711-562; 131-180-572-109-097; 131-294-950-045-808; 134-289-082-358-70X; 139-119-876-531-586; 147-777-072-867-660; 150-859-551-059-502; 152-445-790-083-860; 189-941-253-397-202,194,true,,
020-367-649-345-772,Green supply chain practices evaluation in the mining industry using a joint rough sets and fuzzy TOPSIS methodology,,2015,journal article,Resources Policy,03014207,Elsevier BV,United Kingdom,Simonov Kusi-Sarpong; Chunguang Bai; Joseph Sarkis; Xuping Wang,"Environmental issues from the extractive industries and especially mining are prevalent and maleficent. An effective way to manage these pernicious environmental problems is through organizational practices that include the broader supply chain. Green supply chain practices and their role in mining industry strategy and operations have not been comprehensively addressed. To address this gap in the literature, and building upon the literature in general green supply chain management and environmental decision tools, we introduce a comprehensive framework for green supply chain practices in the mining industry. The framework is categorized into six areas of practice, with detailed practices described and summarized. The green supply chain practices framework is useful for practical managerial decision making purposes such as programmatic evaluation. The framework may also be useful as a theoretical construct for empirical research on green supply chain practices in the mining industry. To exemplify the practical utility of the framework we introduce a multiple criteria evaluation of green supply programs using a novel multiple criteria approach that integrates rough set theory elements and fuzzy TOPSIS. Using illustrative data we provide an example of how the methodology can be used with the green supply chain practices framework for the mining industry. This paper sets the foundation for significant future research in green supply chain practices in the mining industry.",46,,86,100,Supply chain; Rough set; Empirical research; Marketing; Joint (building); Process management; Mining industry; Fuzzy topsis; Computer science; Supply chain management; Program evaluation,,,,,https://EconPapers.repec.org/RePEc:eee:jrpoli:v:46:y:2015:i:p1:p:86-100 https://puredev.port.ac.uk/en/publications/green-supply-chain-practices-evaluation-in-the-mining-industry-us https://socionet.ru/publication.xml?h=repec:eee:jrpoli:v:46:y:2015:i:P1:p:86-100 https://researchportal.port.ac.uk/portal/en/publications/green-supply-chain-practices-evaluation-in-the-mining-industry-using-a-joint-rough-sets-and-fuzzy-topsis-methodology(85ae6957-fa7d-4295-af1d-f385ec743170).html https://ideas.repec.org/a/eee/jrpoli/v46y2015ip1p86-100.html https://harisportal.hanken.fi/en/publications/green-supply-chain-practices-evaluation-in-the-mining-industry-us https://www.sciencedirect.com/science/article/pii/S0301420714000786 https://web.wpi.edu/Images/CMS/Business/WP3-2014_Green_Supply_Chain_Practices_Evaluation_in_the_Mining_Industry.pdf http://www.sciencedirect.com/science/article/pii/S0301420714000786 https://core.ac.uk/download/195276880.pdf,http://dx.doi.org/10.1016/j.resourpol.2014.10.011,,10.1016/j.resourpol.2014.10.011,2108180634,,0,000-520-360-996-817; 000-620-668-708-795; 002-075-857-942-224; 002-927-318-641-091; 003-550-080-967-321; 004-198-580-320-408; 005-365-752-237-769; 006-505-476-152-934; 006-957-480-792-923; 007-606-813-990-365; 009-048-965-609-278; 011-159-822-543-738; 014-135-618-020-596; 015-144-232-426-041; 015-320-715-465-07X; 016-534-239-060-804; 017-352-625-526-747; 018-523-654-839-152; 019-729-232-766-547; 023-654-030-797-362; 027-348-319-123-027; 028-204-690-594-505; 030-820-433-638-969; 031-678-968-024-607; 034-639-120-644-857; 036-137-648-836-200; 039-347-622-205-94X; 042-212-494-197-171; 045-824-217-527-781; 048-137-326-709-079; 048-477-904-162-177; 049-519-839-308-502; 050-527-706-709-543; 052-461-910-461-761; 053-782-651-052-253; 054-475-080-841-369; 054-748-239-243-338; 054-818-288-156-776; 055-338-978-174-158; 058-171-477-171-511; 058-732-303-803-520; 058-955-029-501-869; 061-236-271-565-331; 062-369-461-959-556; 062-670-774-157-004; 064-723-323-009-837; 065-878-585-827-55X; 067-243-895-061-194; 067-415-431-576-104; 069-679-186-265-821; 073-679-229-968-557; 073-703-974-503-60X; 074-098-600-818-811; 082-425-508-873-872; 083-634-412-650-76X; 084-688-557-121-455; 085-590-863-810-428; 087-501-199-643-670; 088-478-077-192-49X; 089-229-471-117-69X; 096-727-805-656-841; 099-233-326-566-506; 100-449-039-881-77X; 100-911-309-112-565; 101-078-690-282-182; 101-771-818-525-450; 102-935-604-312-016; 110-044-477-975-837; 110-789-896-343-603; 111-649-410-597-761; 112-048-828-636-783; 114-972-782-390-437; 116-846-383-243-232; 122-340-794-899-622; 125-090-928-615-251; 125-319-810-324-013; 128-012-299-403-904; 129-248-945-741-80X; 130-497-991-033-217; 132-772-644-267-12X; 143-107-322-536-058; 144-781-827-157-388; 146-124-108-396-713; 146-566-885-324-122; 149-768-154-356-387; 150-286-367-463-278; 158-441-236-096-488; 161-613-625-488-625; 164-287-371-458-79X; 167-880-731-527-848; 169-484-551-038-770; 172-391-418-790-539; 175-766-031-202-955; 186-353-282-548-882; 189-260-835-573-591; 191-565-646-334-128,106,true,cc-by-nc-nd,green
021-432-668-781-996,Is there a Gold Social Seal? The Financial Effects of Additions to and Deletions from Social Stock Indices,2014-10-01,2014,journal article,Journal of Business Ethics,01674544; 15730697,Springer Science and Business Media LLC,Netherlands,Konstantina Kappou; Ioannis Oikonomou,"This study investigates the financial effects of additions to and deletions from the most well-known social stock index: the MSCI KLD 400. Our study makes use of the unique setting that index reconstitution provides and allows us to bypass possible issues of endogeneity that commonly plague empirical studies of the link between corporate social and financial performance. By examining not only short-term returns but also trading activity, earnings per share, and long-term performance of stocks that are involved in these events, we bring forward evidence of a ‘social index effect’ where unethical transgressions are penalized more heavily than responsibility is rewarded. We find that the addition of a stock to the index does not lead to material changes in its market price, whereas deletions are accompanied by negative cumulative abnormal returns. Trading volumes for deleted stocks are significantly increased on the event date, while the operational performances of the respective firms deteriorate after their deletion from the social index.",133,3,533,552,Finance; Empirical research; Corporate social responsibility; Economics; Capitalization-weighted index; Earnings per share; Stock (geology); Endogeneity; Market price; Stock market index,,,,,https://econpapers.repec.org/RePEc:kap:jbuset:v:133:y:2016:i:3:d:10.1007_s10551-014-2409-z https://link.springer.com/article/10.1007%2Fs10551-014-2409-z https://dialnet.unirioja.es/servlet/articulo?codigo=5992909 https://link.springer.com/article/10.1007/s10551-014-2409-z/fulltext.html https://centaur.reading.ac.uk/id/eprint/37748 https://www.efmaefm.org/0EFMAMEETINGS/EFMA%20ANNUAL%20MEETINGS/2013-Reading/papers/EFMA2013_0048_fullpaper.pdf https://core.ac.uk/display/22551148 https://philpapers.org/rec/KAPITA https://core.ac.uk/download/42149437.pdf,http://dx.doi.org/10.1007/s10551-014-2409-z,,10.1007/s10551-014-2409-z,2123396752,,0,000-332-476-953-386; 000-842-285-478-391; 002-964-937-772-149; 008-377-899-707-048; 009-218-643-980-954; 010-365-124-619-169; 013-837-916-369-016; 014-537-774-869-796; 016-085-665-372-121; 018-476-389-920-611; 019-881-891-263-990; 026-290-362-419-477; 026-449-509-255-772; 026-634-709-384-75X; 026-702-388-411-121; 033-724-987-924-421; 033-810-717-216-186; 034-091-561-359-786; 034-876-878-504-355; 037-500-559-833-913; 037-743-561-942-269; 041-217-228-717-900; 042-333-687-972-729; 044-402-707-567-704; 045-475-263-015-290; 045-578-946-379-167; 050-226-470-842-241; 050-523-809-280-040; 050-849-474-729-845; 051-010-960-841-376; 051-974-299-010-575; 052-106-944-283-442; 054-434-039-899-12X; 060-250-330-475-059; 061-829-988-617-171; 064-786-623-022-10X; 066-217-064-557-118; 066-400-343-948-766; 067-667-117-193-843; 070-517-152-300-135; 072-830-124-009-344; 074-213-141-463-089; 074-791-843-353-639; 076-452-869-117-366; 078-106-229-576-047; 078-422-812-130-653; 079-131-453-294-117; 080-171-082-804-940; 083-332-476-851-380; 083-641-565-986-622; 084-182-731-135-943; 086-260-434-815-196; 090-487-074-240-851; 094-025-252-409-445; 100-802-322-685-226; 113-072-062-773-050; 118-013-216-581-193; 118-502-157-753-318; 118-669-407-268-126; 122-340-623-866-72X; 125-197-361-020-379; 127-330-379-380-746; 128-039-313-779-140; 129-788-204-060-14X; 130-524-282-238-827; 134-518-787-460-743; 146-845-514-539-468; 148-181-042-716-924; 155-879-175-881-390; 163-151-884-301-924; 170-658-201-487-413; 179-770-696-813-248; 180-204-089-789-695; 182-611-459-830-191; 190-624-303-228-420; 195-668-980-889-732,23,true,,green
021-838-839-714-73X,Good Governance Tools: Cross-Pollination from Nordic Corporate Law,2017-11-01,2017,journal article,Arctic Review on Law and Politics,23874562,Cappelen Damm AS - Cappelen Damm Akademisk,,Lena Schøning,"This article aims to analyze the extent to which good governance principles applicable to Nordic companies may be an appropriate good governance tool for a public or organizational entity.; The company is an advanced organizational invention for its purpose, and Nordic companies are generally regarded as highly productive and well run. Nordic companies approached as small-scale units of governance are therefore analyzed in this article as examples of the implementation of good governance principles and practices. In Nordic corporate law, a set of self-regulatory norms are a prominent part of what constitutes good corporate governance. The principles underlying these self-regulatory norms are scrutinized in this article, and the Norwegian Code of Practice for Corporate Governance is at the heart of the analysis. The norms are generally detailed and operationalized, and as such they may serve as examples of how concerns, such as accountability, transparency, predictability, conflicting interests and loyalty, clarity and equality, are put into practice. The norms also advocate value and standard setting. Although there are significant differences between the corporate sphere and the public or organizational sphere, the similarities are in many ways greater, and corporate norms may serve as good governance tools when scaled up to other issue domains or levels as done in this article.",8,0,160,173,Accounting; Business; Corporate law; Accountability; Value (ethics); Environmental governance; Transparency (behavior); Good governance; Corporate governance; Operationalization,,,,,https://core.ac.uk/display/127571172 https://arcticreview.no/index.php/arctic/article/download/722/2097 https://doaj.org/article/6961385b48e544f88d54a4015bf4a80e https://munin.uit.no/handle/10037/12135 https://doi.org/10.23865/arctic.v8.722 https://arcticreview.no/index.php/arctic/article/view/722 https://core.ac.uk/download/pdf/228446988.pdf,http://dx.doi.org/10.23865/arctic.v8.722,,10.23865/arctic.v8.722,2767262734,,0,008-518-315-332-681; 012-880-038-005-418; 085-612-977-882-854; 089-853-150-108-230; 140-278-620-601-847; 153-884-255-863-639,1,true,cc-by,gold
022-295-691-240-774,"Extreme energy, ‘fracking’ and human rights: a new field for human rights impact assessments?",2015-05-11,2015,journal article,The International Journal of Human Rights,13642987; 1744053x,Informa UK Limited,United Kingdom,Damien Short; Jessica Elliot; Kadin Norder; Edward Lloyd-Davies; Joanna Morley,"This article explores the potential human rights impacts of the ‘extreme energy’ process, specifically focussing on the production of shale gas, coal-bed methane (CBM) and ‘tight oil’, known colloquially as ‘fracking’. The article locates the discussion within a broader context of resource depletion, the ‘limits to growth' and the process of extreme energy itself. Utilising recent secondary data from the United States and Australia, combined with the preliminary findings of our ethnographic fieldwork in the United Kingdom, the article outlines a prima facie case for investigating ‘fracking’ development through a human rights lens. Indeed, based on considerable emerging evidence we argue that ‘fracking’ development poses a significant risk to a range of key human rights and should thus form the subject of a multitude of comprehensive, interdisciplinary human rights impact assessments (HRIAs) as a matter of urgency. Finally, given the close relationships between government and extractive industries, we argu...",19,6,697,736,Resource depletion; Impact assessment; Government; Prima facie; Human rights; Political science; Law; Context (language use); Multitude; Politics; Environmental ethics,,,,,https://sas-space.sas.ac.uk/6367/ https://www.tandfonline.com/doi/full/10.1080/13642987.2015.1019219 https://core.ac.uk/display/42538852 https://core.ac.uk/download/42538852.pdf,http://dx.doi.org/10.1080/13642987.2015.1019219,,10.1080/13642987.2015.1019219,1605051748,,0,,34,true,,green
023-165-595-608-664,Sources of Stakeholder Salience in the Responsible Investment Movement: Why Do Investors Sign the Principles for Responsible Investment?,2016-02-18,2016,journal article,Journal of Business Ethics,01674544; 15730697,Springer Science and Business Media LLC,Netherlands,Arleta A. A. Majoch; Andreas G. F. Hoepner; Tessa Hebb,"Since its inception in 2006, the United Nations-backed Principles for Responsible Investment (PRI) have grown to over 1300 signatories representing over $45 trillion. This growth is not slowing down. In this paper, we argue that there is a set of attributes which make the PRI salient as a stakeholder and its claim to sign the six PRI important to institutional investors. We use Mitchell et al.’s (Acad Manag Rev 22:853–886, 1997) theoretical framework of stakeholder salience, as extended by Gifford (J Bus Eth 92:79–97, 2010). We use as evidence confidential data from the annual survey of signatories carried out by the PRI in a 5-year period between 2007 and 2011. The findings highlight pragmatic and organizational legitimacy, normative and utilitarian power, and management values as the attributes that contribute most to the salience of the PRI as a stakeholder.",140,4,723,741,Business ethics; Accounting; Business; Stakeholder theory; Salience (language); Stakeholder; Institutional investor; Power (social and political); Investment (macroeconomics); Normative,,,,,https://ir.library.carleton.ca/pub/12739 https://link.springer.com/article/10.1007/s10551-016-3057-2 https://dialnet.unirioja.es/servlet/articulo?codigo=5997424 https://centaur.reading.ac.uk/58168/ https://paperity.org/p/75381825/sources-of-stakeholder-salience-in-the-responsible-investment-movement-why-do-investors https://ir.library.carleton.ca/pub/12739/art_10.1007_s10551-016-3057-2.pdf https://link.springer.com/article/10.1007/s10551-016-3057-2/fulltext.html https://link.springer.com/content/pdf/10.1007%2Fs10551-016-3057-2.pdf https://philpapers.org/rec/MAJSOS-3 http://www.icmacentre.ac.uk/images/2014/11/ICM-2014-13-Majoch-et-al.pdf https://core.ac.uk/download/217615912.pdf,http://dx.doi.org/10.1007/s10551-016-3057-2,,10.1007/s10551-016-3057-2,3121638513,,0,001-171-841-872-165; 001-874-442-413-173; 002-929-446-634-493; 003-299-507-006-080; 004-248-358-406-457; 004-476-857-573-174; 005-191-390-713-539; 005-940-813-983-932; 006-441-398-382-59X; 006-651-422-491-792; 008-512-363-025-582; 008-806-372-497-489; 010-273-283-483-918; 010-775-181-864-365; 012-624-574-244-639; 012-717-072-394-015; 013-021-591-326-533; 016-456-147-479-084; 016-518-648-392-156; 019-109-375-068-853; 019-806-548-132-918; 019-879-423-560-879; 019-881-891-263-990; 021-539-447-107-607; 021-862-840-020-92X; 022-512-643-506-628; 023-370-435-704-035; 023-720-076-630-827; 027-827-119-143-849; 027-979-701-557-994; 028-609-588-058-293; 028-972-220-037-757; 029-309-839-920-733; 030-610-897-623-903; 031-473-618-652-225; 032-954-457-523-564; 033-013-436-981-242; 034-375-259-598-342; 034-509-362-973-607; 035-229-211-702-279; 037-055-842-614-588; 037-642-731-317-472; 038-817-823-358-245; 038-928-188-020-035; 039-378-197-163-911; 039-746-919-671-229; 039-747-739-452-605; 040-475-424-239-358; 041-730-450-343-02X; 043-323-912-565-095; 043-710-302-487-982; 046-342-916-077-307; 046-426-535-214-177; 047-048-089-770-202; 049-440-520-447-808; 049-832-141-087-93X; 050-735-393-775-377; 051-166-943-418-972; 051-875-265-995-253; 053-307-492-675-29X; 053-690-397-234-837; 054-261-690-499-421; 055-465-084-586-075; 055-936-477-486-305; 057-593-742-483-983; 059-516-291-335-028; 059-777-399-846-749; 062-209-174-499-670; 062-594-859-444-131; 063-919-757-599-959; 064-091-717-837-982; 066-258-010-337-313; 067-513-132-691-793; 069-051-050-641-003; 069-533-155-665-652; 070-524-448-502-380; 070-872-708-970-385; 072-160-141-723-785; 073-792-416-479-745; 075-449-719-541-985; 075-763-990-912-793; 077-221-306-907-493; 080-665-877-144-245; 081-075-315-162-86X; 082-171-985-858-889; 082-710-299-136-368; 083-735-279-148-908; 085-659-170-775-28X; 087-011-699-374-540; 087-109-295-304-250; 088-129-105-107-665; 088-657-841-142-986; 094-305-260-057-968; 102-896-663-605-725; 103-161-727-335-998; 104-185-973-082-618; 105-632-290-211-44X; 107-123-120-247-009; 110-150-433-566-811; 110-627-680-088-373; 113-250-098-571-935; 115-373-591-444-545; 115-482-499-323-938; 118-953-450-808-376; 124-309-096-474-165; 127-356-618-215-912; 131-527-719-660-01X; 139-881-540-812-389; 140-733-975-962-010; 149-145-574-570-098; 150-705-852-028-206; 152-911-201-225-572; 153-766-299-067-645; 153-917-384-253-683; 158-036-292-566-203; 158-165-459-388-041; 159-555-912-909-096; 162-052-277-563-383; 163-360-046-306-743; 164-257-674-443-184; 165-188-998-375-253; 165-279-618-879-278; 168-768-444-468-693; 183-668-514-865-244; 186-609-665-088-592; 188-994-489-173-582; 196-321-248-360-92X; 196-736-821-603-264; 197-247-261-920-358; 198-030-524-322-966,55,true,cc-by,hybrid
023-678-852-660-919,An Extended Model of Moral Outrage at Corporate Social Irresponsibility,2014-12-02,2014,journal article,Journal of Business Ethics,01674544; 15730697,Springer Science and Business Media LLC,Netherlands,Paolo Antonetti; Stan Maklan,"A growing body of literature documents the important role played by moral outrage or moral anger in stakeholders’ reactions to cases of corporate social irresponsibility. Existing research focuses more on the consequences of moral outrage than a systematic analysis of how appraisals of irresponsible corporate behavior can lead to this emotional experience. In this paper, we develop and test, in two field studies, an extended model of moral outrage that identifies the cognitions that lead to, and are associated with, this emotional experience. This research contributes to the existing literature on reactions to corporate social irresponsibility by explaining how observers’ evaluation of irresponsible corporate behavior leads to reactions of moral anger. The paper also helps clarify the difference between moral outrage and other types of anger and offers useful insights for managers who have to confront public outrage following cases of irresponsible corporate behavior. Finally, the analysis of the causes of stakeholders’ anger at irresponsible corporations opens important avenues for future research that are presented in the paper.",135,3,429,444,Business ethics; Economic Justice; Sociology; Outrage; Anger; Field (Bourdieu); Corporate social irresponsibility; Extended model; Anger in; Social psychology,,,,,https://core.ac.uk/display/29194293 https://dialnet.unirioja.es/servlet/articulo?codigo=5993939 https://link.springer.com/article/10.1007/s10551-014-2487-y https://dspace.lib.cranfield.ac.uk/handle/1826/15108 http://wrap.warwick.ac.uk/67667/ https://philpapers.org/rec/ANTAEM https://dspace.lib.cranfield.ac.uk/bitstream/1826/15108/1/moral_outrage-corporate_social_irresponsibility-.pdf https://EconPapers.repec.org/RePEc:kap:jbuset:v:135:y:2016:i:3:d:10.1007_s10551-014-2487-y,http://dx.doi.org/10.1007/s10551-014-2487-y,,10.1007/s10551-014-2487-y,1977278099,,0,001-043-535-406-370; 002-928-264-932-065; 003-111-035-592-589; 004-735-248-124-238; 005-759-164-025-18X; 006-563-964-418-522; 007-381-714-151-73X; 009-318-142-634-939; 010-463-394-518-164; 010-652-878-893-529; 010-854-534-444-434; 011-057-105-680-492; 011-336-598-668-302; 011-561-941-616-376; 012-230-412-796-121; 013-481-779-088-087; 013-610-985-769-703; 013-929-178-842-905; 014-152-883-938-562; 014-250-579-536-066; 016-225-788-221-202; 016-353-528-177-125; 016-358-080-127-076; 017-681-958-621-715; 019-561-966-918-929; 020-506-220-796-658; 024-877-309-477-248; 027-429-064-532-615; 027-479-183-126-180; 029-550-530-984-190; 029-692-665-934-741; 029-907-560-544-152; 030-175-194-756-693; 033-171-354-077-456; 033-239-158-083-101; 033-415-306-637-365; 034-679-575-175-328; 034-788-978-138-188; 035-036-721-966-820; 035-167-056-871-556; 035-883-860-190-150; 037-172-823-162-056; 037-733-749-687-096; 037-843-605-865-997; 038-710-388-124-160; 039-862-064-933-884; 042-356-389-423-205; 046-990-622-040-133; 047-074-199-118-628; 048-842-076-223-490; 050-719-724-797-555; 050-844-249-775-711; 051-834-309-350-449; 051-837-674-176-825; 052-713-540-343-626; 054-779-471-552-057; 059-935-350-092-932; 061-625-743-201-86X; 061-725-781-574-067; 063-940-783-887-168; 065-168-127-286-980; 066-422-613-863-867; 066-903-461-290-461; 067-447-675-606-214; 067-832-999-299-928; 067-977-702-459-132; 072-018-383-214-329; 074-046-682-846-888; 075-642-523-695-979; 079-181-584-667-775; 080-979-578-397-180; 082-087-418-869-918; 082-442-909-948-294; 085-262-120-852-085; 086-270-804-863-523; 088-122-074-810-785; 088-736-914-335-566; 091-144-929-164-869; 091-299-017-275-554; 093-272-841-371-168; 101-460-904-692-628; 101-886-620-727-727; 102-100-742-442-526; 104-316-882-292-238; 104-502-668-067-872; 117-285-309-079-656; 117-692-881-465-88X; 118-000-617-184-954; 118-477-517-714-899; 118-550-506-224-569; 123-221-247-345-115; 127-728-291-438-448; 130-684-139-441-905; 131-386-620-060-94X; 136-411-511-934-760; 137-768-582-099-545; 138-825-630-442-446; 143-045-007-386-87X; 145-624-338-408-577; 148-707-139-311-10X; 149-840-938-948-317; 151-094-177-568-327; 151-198-972-962-725; 154-534-327-644-264; 170-965-013-098-760; 175-443-596-465-991; 184-285-901-809-419,120,true,cc-by-nc,green
023-925-299-862-843,Where do beliefs about music piracy come from and how are they shared,,,journal article,International Journal of Cyber Criminology,09742891,K. Jaishankar,India,Steven Caldwell Brown,"Research suggests that those individuals engaging in music piracy have little concern for the potentially negative consequences of engaging in this illegal activity. This study aims to build on previous research which finds that sub-cultural piracy knowledge is effectively transmitted online. Explicitly, this study aims to observe the various justifications people forward to rationalise engagement in music piracy, in accordance with Sykes and Matza’s (1957) widely researched neutralization theory, and if techniques used to rationalize behaviours are shared amongst those individuals found to be discussing and engaging in music piracy online. The research examines naturally occurring discourse across three online settings, finding a widespread perception that there is ‘no harm done’ and that tips to work around web-blocking are exchanged online, including in public spaces such as Twitter. However, differences were found in the beliefs and attitudes of the sample. The study raises key conceptual issues about the theory used.",10,1,21,39,Internet privacy; Sociology; Ethnography; Qualitative research; Law; Morality; Key (music); Perception; Harm; Music piracy; Social media,,,,,https://pure.strath.ac.uk/portal/en/publications/where-do-beliefs-about-music-piracy-come-from-and-how-are-they-shared(001aa5f0-313e-4835-9760-77e36d23084b)/export.html https://www.research.ed.ac.uk/portal/en/publications/where-do-beliefs-about-music-piracy-come-from-and-how-are-they-shared(97b836d8-4e39-4077-9f51-6bfa5902e730).html https://pureportal.strath.ac.uk/en/publications/where-do-beliefs-about-music-piracy-come-from-and-how-are-they-sh https://zenodo.org/record/58518 https://strathprints.strath.ac.uk/60164/ https://core.ac.uk/download/80688186.pdf,http://dx.doi.org/10.5281/zenodo.58518,,10.5281/zenodo.58518,2606656449,,0,,3,true,cc-by-nc-sa,gold
024-296-801-497-94X,“Daring to Care”: Challenging Corporate Environmentalism,2017-05-26,2017,journal article,Journal of Business Ethics,01674544; 15730697,Springer Science and Business Media LLC,Netherlands,Mary E Phillips,"Corporate engagements with pressing environmental challenges focus on expanding the role of the market, seeking opportunities for growth and developing technologies to manage better environmental resources. Such approaches have proved ineffective. I suggest that a lack of meaningful response to ecological degradation and climate change is inevitable within a capitalist system underpinned by a logics of appropriation and an instrumental rationality that views the planet as a means to achieve economic ends. For ecofeminism, these logics are promulgated through sets of hierarchical and interrelated dualisms which define the human in opposition to the realm of “nature”. This has led to the resilience of ecosystems, social reciprocity and care being unvalued or undervalued. An ecofeminist, care-sensitive ethics is proposed that focuses on the interconnections between human and nonhuman nature and on affective engagements with the living world. A practical morality is developed that sees the self not as atomized nor as self-optimizing, but as a self in relationship. Such an ethics is necessary to motivate action to contest capitalism’s binary thinking, evident within corporate environmentalism, which has re-made the web of life in ways that are not conducive to planetary flourishing.",156,4,1151,1164,Business ethics; Sociology; Binary opposition; Morality; Rationality; Ethics of care; Appropriation; Ecofeminism; Flourishing; Social science; Environmental ethics,,,,,https://link.springer.com/content/pdf/10.1007/s10551-017-3589-0.pdf https://research-information.bris.ac.uk/en/publications/daring-to-care(330d78ae-f448-4812-b649-6da372265206).html https://link.springer.com/article/10.1007/s10551-017-3589-0 https://paperity.org/p/79729305/daring-to-care-challenging-corporate-environmentalism https://dialnet.unirioja.es/servlet/articulo?codigo=7376006 https://research-information.bris.ac.uk/en/publications/daring-to-care-challenging-corporate-environmentalism https://research-information.bris.ac.uk/files/114573323/art_3A10.1007_2Fs10551_017_3589_0.pdf https://link.springer.com/10.1007/s10551-017-3589-0 https://core.ac.uk/display/83929865 https://research-information.bristol.ac.uk/files/114573323/art_3A10.1007_2Fs10551_017_3589_0.pdf https://core.ac.uk/download/83929865.pdf,http://dx.doi.org/10.1007/s10551-017-3589-0,,10.1007/s10551-017-3589-0,2619674242,,0,000-056-565-180-559; 000-100-789-685-084; 000-755-134-207-986; 003-109-655-853-206; 004-145-059-338-552; 006-596-454-646-155; 007-412-381-459-646; 007-687-822-550-748; 010-041-077-163-910; 010-852-289-455-092; 013-534-252-929-819; 013-675-340-990-352; 015-528-462-366-075; 017-544-945-080-787; 018-060-397-529-138; 019-133-713-425-236; 020-250-076-376-897; 023-561-612-230-128; 024-508-810-103-967; 025-459-667-835-193; 025-681-641-350-873; 028-091-835-150-49X; 028-433-550-886-265; 029-114-081-040-977; 029-935-662-075-316; 031-337-735-740-252; 032-450-003-856-314; 032-979-412-659-960; 032-991-765-487-465; 033-727-003-275-902; 034-612-737-752-137; 034-904-170-193-120; 035-088-456-487-283; 036-559-645-580-326; 036-607-079-986-754; 041-988-014-008-792; 042-515-833-778-367; 042-570-262-754-186; 042-631-496-981-484; 044-420-499-130-207; 045-199-191-255-819; 047-471-683-779-515; 047-733-823-784-314; 048-544-356-861-846; 048-887-089-755-006; 050-128-259-833-754; 052-883-473-941-678; 053-214-795-304-696; 053-440-685-088-799; 053-913-135-292-24X; 055-502-017-183-495; 057-515-729-759-283; 057-909-844-248-640; 057-996-098-814-070; 060-916-123-749-588; 061-535-689-845-699; 062-015-165-709-159; 062-198-967-272-221; 063-051-422-722-018; 063-205-843-298-672; 063-864-831-495-360; 064-218-094-147-242; 070-534-166-342-39X; 072-230-148-770-243; 073-125-302-578-797; 075-754-119-786-218; 076-739-361-863-411; 080-270-504-499-944; 080-843-383-408-297; 081-745-991-972-26X; 082-335-728-982-49X; 082-973-433-560-069; 083-117-794-698-80X; 088-623-474-637-032; 090-394-935-562-084; 090-905-186-535-012; 091-614-733-391-959; 091-796-020-463-537; 092-055-900-709-409; 094-838-099-973-805; 095-237-836-367-438; 097-563-983-135-983; 097-648-757-748-792; 098-666-381-047-562; 099-827-372-088-89X; 102-068-995-822-669; 106-556-735-759-921; 107-014-463-677-390; 108-906-622-825-144; 110-286-372-009-327; 110-714-477-742-304; 113-067-412-011-51X; 114-410-370-655-879; 117-971-255-631-926; 119-164-621-899-693; 125-596-481-862-413; 133-950-758-745-199; 140-370-297-543-780; 143-456-116-383-455; 144-572-258-889-771; 147-386-392-027-355; 149-708-998-501-156; 151-959-303-955-783; 159-470-302-756-608; 160-831-314-522-434; 162-559-702-077-232; 162-632-738-374-456; 162-838-876-615-901; 162-963-535-109-624; 164-942-562-847-382; 168-017-893-132-602; 176-875-345-831-956; 177-235-014-532-821; 180-181-783-006-460; 180-514-011-018-894; 182-116-602-914-26X; 185-282-673-282-67X; 192-905-788-605-506,20,true,cc-by,hybrid
025-307-301-101-184,The Scharff-technique: Eliciting intelligence from human sources.,2014-04-07,2014,journal article,Law and human behavior,1573661x; 01477307,Springer New York,United States,Simon Oleszkiewicz; Pär Anders Granhag; Sebastian Cancino Montecinos,"This study is on how to elicit intelligence from human sources. We compared the efficacy of two human intelligence gathering techniques: the Scharff-technique (conceptualized as four different tactics) and the Direct Approach (a combination of open and direct questions). Participants (N = 60) were asked to take on the role of ""sources"" and were given information about a planned terrorist attack. They were to reveal part of this information in an upcoming interview. Critically, the participants were instructed to strike a balance between not revealing too much or too little information. As predicted, the participants revealed significantly more, and more precise, new information when interviewed with the Scharff-technique (vs. the Direct Approach). Furthermore, and as predicted, the participants in the Scharff condition underestimated how much new information they revealed whereas the participants in the Direct Approach overestimated how much new information they revealed. The study provides rather strong support for the Scharff-technique as an effective human intelligence gathering technique.",38,5,478,489,Human intelligence; Psychology; Cognition; Information seeking; Information Dissemination; Information elicitation; Concept learning; Applied psychology; Interpersonal relationship,,Adult; Aged; Analysis of Variance; Cognition; Concept Formation; Criminal Law/methods; Female; Humans; Information Dissemination; Interpersonal Relations; Interviews as Topic/methods; Male; Middle Aged; Reproducibility of Results; Surveys and Questionnaires; Terrorism; Young Adult,,,https://research.utwente.nl/en/publications/the-scharff-technique-eliciting-intelligence-from-human-sources http://doi.apa.org/getdoi.cfm?doi=10.1037/lhb0000085 https://www.ncbi.nlm.nih.gov/pubmed/24707914 https://psycnet.apa.org/record/2014-12659-001 https://www.narcis.nl/publication/RecordID/oai%3Aris.utwente.nl%3Apublications%2F52bf22d0-18be-4056-b347-24f45eb21762 https://pubmed.ncbi.nlm.nih.gov/24707914/ https://core.ac.uk/download/43561366.pdf,http://dx.doi.org/10.1037/lhb0000085,24707914,10.1037/lhb0000085,2315381883,,0,003-171-672-774-670; 015-715-511-123-349; 040-496-594-895-289; 041-448-415-493-592; 048-300-175-720-293; 050-450-385-795-264; 060-948-752-460-580; 065-288-455-690-575; 068-575-019-390-489; 074-317-776-258-202; 082-467-055-079-101; 118-311-109-634-929; 118-892-334-034-274; 156-445-779-298-786; 194-516-803-655-338,30,true,,
025-616-051-964-102,Responsible Leadership in Global Business: A New Approach to Leadership and Its Multi-Level Outcomes,2011-07-01,2011,journal article,Journal of Business Ethics,01674544; 15730697,Springer Science and Business Media LLC,Netherlands,Christian Voegtlin; Moritz Patzer; Andreas Georg Scherer,"The article advances an understanding of responsible leadership in global business and offers an agenda for future research in this field. Our conceptualization of responsible leadership draws on deliberative practices and discursive conflict resolution, combining the macro-view of the business firm as a political actor with the micro-view of leadership. We discuss the concept in relation to existing research in leadership. Further, we propose a new model of responsible leadership that shows how such an understanding of leadership can address the challenges of globalization. We thereby propose positive outcomes of responsible leadership across levels of analysis. The model offers research opportunities for responsible leadership in global business.",105,1,1,16,Leadership; Ethical leadership; Political science; Leadership style; Neuroleadership; Public relations; Servant leadership; Transactional leadership; Leadership studies; Shared leadership,,,,,https://doc.rero.ch/record/313230 https://doc.rero.ch/record/313230/files/10551_2011_Article_952.pdf https://www.researchgate.net/profile/Andreas_Scherer2/publication/226478670_Responsible_Leadership_in_Global_Business_A_New_Approach_to_Leadership_and_Its_Multi-Level_Outcomes/links/0046352d51690dab2d000000.pdf https://www.zora.uzh.ch/id/eprint/54255/ https://EconPapers.repec.org/RePEc:kap:jbuset:v:105:y:2012:i:1:p:1-16 https://dialnet.unirioja.es/servlet/articulo?codigo=3829342 https://philpapers.org/rec/VOERLI https://rd.springer.com/article/10.1007/s10551-011-0952-4 https://link.springer.com/article/10.1007/s10551-011-0952-4 https://ideas.repec.org/a/kap/jbuset/v105y2012i1p1-16.html https://www.zora.uzh.ch/id/eprint/54255/1/ZORA_NL_54255.pdf https://www.zora.uzh.ch/id/eprint/54255/1/ZORA_NL_54255.pdf,http://dx.doi.org/10.1007/s10551-011-0952-4,,10.1007/s10551-011-0952-4,1969818304,,0,003-797-318-151-002; 004-018-767-093-03X; 004-132-984-565-100; 004-429-718-023-138; 005-992-468-014-552; 007-701-013-716-777; 008-143-037-726-649; 009-106-175-722-797; 009-539-685-541-092; 009-837-763-616-471; 010-137-420-730-422; 010-664-928-423-081; 011-542-493-681-567; 012-160-431-872-723; 012-512-923-761-41X; 013-744-996-715-157; 014-535-100-247-676; 014-786-266-762-164; 016-350-868-905-359; 017-077-831-632-221; 020-067-709-218-691; 020-526-621-989-678; 021-290-763-481-261; 022-557-574-643-889; 023-604-880-685-054; 024-942-196-997-981; 028-901-642-859-277; 029-289-608-902-946; 029-667-202-012-359; 034-829-643-212-954; 035-745-611-154-25X; 036-454-338-409-608; 037-930-907-536-81X; 038-390-747-604-976; 042-815-235-715-838; 043-850-142-588-171; 044-340-410-237-498; 045-358-872-582-466; 047-565-773-209-505; 047-568-884-530-418; 048-042-039-276-280; 048-263-082-469-140; 050-523-430-870-767; 050-630-871-989-003; 050-905-068-581-818; 050-946-760-593-98X; 052-802-334-885-429; 053-235-285-847-415; 053-511-049-481-675; 053-799-455-127-212; 055-926-715-227-669; 056-403-706-364-120; 059-728-925-360-79X; 061-181-961-041-388; 061-875-342-614-374; 062-235-914-706-305; 062-574-879-356-384; 063-078-480-774-908; 063-398-780-876-984; 064-600-785-475-058; 065-452-535-679-482; 066-250-290-982-918; 066-360-146-867-808; 066-791-377-143-326; 067-189-108-918-60X; 067-728-075-424-506; 068-223-572-986-06X; 071-063-763-881-517; 072-545-085-808-510; 074-107-867-034-460; 077-233-061-964-737; 077-603-436-420-994; 080-566-698-136-764; 082-102-979-543-718; 082-171-985-858-889; 085-760-995-285-660; 085-771-619-418-128; 086-331-039-503-446; 086-559-424-588-862; 088-919-850-566-219; 091-585-319-872-415; 091-840-265-721-341; 092-204-351-023-389; 092-878-883-155-463; 094-948-567-377-80X; 097-213-764-422-536; 098-862-484-546-047; 112-217-930-679-426; 112-840-174-850-172; 113-987-987-085-773; 117-671-920-962-617; 119-499-059-990-223; 119-890-785-667-676; 123-733-902-015-34X; 124-076-116-602-319; 125-815-462-146-865; 132-592-759-188-693; 136-454-765-203-984; 136-801-286-333-822; 140-339-413-619-813; 146-191-871-473-196; 148-176-477-732-046; 148-697-956-838-423; 150-320-236-572-470; 156-628-929-193-587; 157-083-575-717-038; 157-191-556-708-775; 158-479-450-610-920; 159-452-444-252-73X; 160-801-631-921-028; 162-318-741-734-445; 170-179-989-648-316; 173-643-395-263-06X; 173-908-248-941-87X; 175-114-879-185-896; 176-013-679-580-844; 176-362-207-441-710; 178-397-057-385-09X; 178-934-874-943-793; 182-199-495-327-639; 190-904-157-956-193; 195-839-453-583-049,234,true,,green
025-700-773-152-36X,The Bangladesh Sustainability Compact: an effective exercise of global experimentalist EU governance?,2017-08-17,2017,journal article,Cambridge Yearbook of European Legal Studies,15288870; 20497636,Cambridge University Press (CUP),United Kingdom,Jeff Kenner; Katrina Peake,"The calamitous Rana Plaza factory collapse in 2013 focused international attention on labour rights’ violations and factory safety in Bangladesh’s dominant ready-made garment industry which is almost wholly dependent on exports to the EU. In response, the EU and the ILO launched the Bangladesh Sustainability Compact, with the core objective of promoting continuous improvement in labour rights and factory safety in the industry. The uniqueness of the Compact stems from its nature as a form of experimentalist governance involving both governmental and non-governmental actors. Being primarily an EU-led initiative based on balancing trade, sustainable development and human rights’ objectives, it is underpinned by the possible option, if the Compact fails, of withdrawing trade preferences. This article will examine the rationale for the Compact, its main features, and its effectiveness as a form of ‘global experimentalist governance’.",19,,86,115,International trade; Factory; Human rights; Political science; European union; Corporate governance; Sustainable development; Sustainability; Environmental planning,,,,,https://www.cambridge.org/core/services/aop-cambridge-core/content/view/59F080EAD23A1B94DCB3AD610EF9491A/S1528887017000039a.pdf/div-class-title-the-bangladesh-sustainability-compact-an-effective-exercise-of-global-experimentalist-eu-governance-div.pdf https://nottingham-repository.worktribe.com/output/878249/the-bangladesh-sustainability-compact-an-effective-exercise-of-global-experimentalist-eu-governance https://www.cambridge.org/core/journals/cambridge-yearbook-of-european-legal-studies/article/bangladesh-sustainability-compact-an-effective-exercise-of-global-experimentalist-eu-governance/59F080EAD23A1B94DCB3AD610EF9491A http://eprints.nottingham.ac.uk/48167/ https://core.ac.uk/display/131287773 https://core.ac.uk/download/131287773.pdf,http://dx.doi.org/10.1017/cel.2017.3,,10.1017/cel.2017.3,2747674482,,0,006-289-186-214-259; 011-264-395-404-710; 013-924-891-378-500; 015-239-171-380-394; 016-403-738-556-644; 017-052-671-903-852; 018-365-596-617-269; 025-064-089-502-314; 026-391-209-019-226; 031-663-144-588-432; 031-844-736-371-555; 038-020-166-269-649; 041-419-400-574-75X; 048-069-357-858-147; 050-006-836-600-470; 052-011-658-234-947; 054-530-559-788-60X; 056-101-340-791-748; 062-623-491-829-876; 067-812-084-673-290; 072-190-832-714-164; 073-767-052-211-806; 074-104-848-919-120; 080-013-551-675-042; 082-566-385-342-682; 086-161-579-060-536; 088-460-796-330-515; 088-855-385-316-731; 101-901-388-569-631; 105-118-398-812-464; 120-572-472-507-50X; 120-712-777-179-000; 121-208-121-799-876; 125-041-869-429-385; 126-441-356-312-674; 131-179-360-858-354; 136-077-279-349-397; 140-532-214-205-428; 141-558-789-570-831; 143-539-862-546-977; 143-887-701-775-542; 146-634-790-815-350; 147-974-174-898-073; 150-235-255-263-343; 154-791-283-311-288; 157-518-053-862-57X; 159-373-233-008-678; 162-820-041-769-528; 170-750-668-290-501; 175-528-001-098-612; 187-187-757-822-861,5,true,cc-by,green
027-106-831-337-153,Making Drones to Kill Civilians: Is it Ethical?,2015-11-19,2015,journal article,Journal of Business Ethics,01674544; 15730697,Springer Science and Business Media LLC,Netherlands,Edmund F. Byrne,"A drone industry has emerged in the US, initially funded almost exclusively for military applications. There are now also other uses both governmental and commercial (in the US and abroad). Many military drones are still being made, however, especially for surveillance and targeted killings. Regarding the latter, this essay calls into question their legality and morality. It recognizes that the issues are complex and controversial, but less so as to the killing of non-combatant civilians. The government using drones for targeted killings maintains secrecy and appeals to non-traditional justifications. Most scholars who assess these killer drone practices support citizen immunity, either by favoring a modified just war theory that prioritizes civilians’ right to life or by challenging official deviations from applicable laws. They accordingly declare such killing immoral if not a war crime. The manufacturers of these killer drones are not themselves the killers, but they are abetters, i.e., sine qua non facilitators. So, I argue that any company concerned about its corporate social responsibility should cease manufacturing them.",147,1,81,93,Business ethics; Corporate social responsibility; Just war theory; Political science; War crime; Law; Morality; Sine qua non; Principle of legality; Drone,,,,,https://core.ac.uk/display/46963366 https://ideas.repec.org/a/kap/jbuset/v147y2018i1d10.1007_s10551-015-2950-4.html https://econpapers.repec.org/RePEc:kap:jbuset:v:147:y:2018:i:1:d:10.1007_s10551-015-2950-4 https://philpapers.org/rec/BYRMDT-2 https://dialnet.unirioja.es/servlet/articulo?codigo=7362805 https://econpapers.repec.org/article/kapjbuset/v_3a147_3ay_3a2018_3ai_3a1_3ad_3a10.1007_5fs10551-015-2950-4.htm https://link.springer.com/article/10.1007/s10551-015-2950-4 https://core.ac.uk/download/46963366.pdf,http://dx.doi.org/10.1007/s10551-015-2950-4,,10.1007/s10551-015-2950-4,2180364656,,0,008-790-434-093-225; 010-137-420-730-422; 012-861-449-209-745; 017-667-502-003-889; 018-128-792-533-557; 026-224-350-951-575; 027-160-286-362-413; 027-408-652-765-869; 040-362-024-369-822; 043-252-906-358-369; 043-976-344-147-992; 049-998-843-127-449; 050-710-412-386-57X; 051-571-142-181-732; 057-441-889-327-552; 062-597-941-143-470; 064-770-890-900-679; 066-191-276-182-159; 070-111-798-493-538; 076-056-175-062-95X; 078-021-346-371-902; 098-116-324-165-902; 106-401-449-063-820; 107-274-748-521-438; 107-324-896-399-860; 113-227-906-410-73X; 113-720-445-025-44X; 118-416-454-774-616; 122-565-924-568-424; 123-062-968-549-905; 123-682-991-010-059; 139-641-412-398-758; 139-830-424-874-902; 140-188-740-253-294; 147-624-922-841-524; 165-211-524-427-296; 166-687-635-187-133; 167-123-791-026-801; 187-298-760-421-921,9,true,,green
027-313-440-561-889,Human Rights Risks in Global Supply Chains: Applying the UK Modern Slavery Act to the Public Sector,2017-11-29,2017,journal article,Global Policy,17585880; 17585899,Wiley,United Kingdom,Olga Martin-Ortega,"Global supply chains (GSCs) are organised through complex networks which leave workers vulnerable to exploitation and unprotected against abusive labour practices including modern slavery. In the past decade’s, attention has focused on business responsibilities for the impact of commercial activities on human rights with little focus on the role of states as economic actors and their duties regarding their own supply chain, including through public procurement. This article analyses the application of the Transparency in Supply Chains provision (TiSCs) of the UK Modern Slavery Act (2015) to the public sector. Since 2016 commercial organisations are obliged to report on efforts to identify, prevent, and mitigate modern slavery in their supply chain. This includes over one hundred higher education institutions (HEIs). This article finds that while most reporting in the first year fall short of what is expected of institutions according to Government guidance the exercise of reporting has initiated an important process of awareness. HEIs face a steep learning curve to develop effective human rights due diligence in their supply chain however, the TiSCs obligation has proved a catalyst for a wider process of understanding human rights risks and responsibilities of the public sector, and more specifically HEIs.",8,4,512,521,Supply chain; Higher education; Business; Public sector; Government; Human rights; Procurement; Transparency (behavior); Due diligence; Public administration,,,,,https://gala.gre.ac.uk/id/eprint/18225/ https://core.ac.uk/display/141400552 https://ideas.repec.org/a/bla/glopol/v8y2017i4p512-521.html https://onlinelibrary.wiley.com/doi/10.1111/1758-5899.12501 https://core.ac.uk/download/141400552.pdf,http://dx.doi.org/10.1111/1758-5899.12501,,10.1111/1758-5899.12501,2771642659,,0,011-802-023-764-809; 020-853-882-536-923; 041-186-351-364-961; 065-664-433-404-87X; 069-534-689-027-473; 174-844-268-030-228; 180-693-497-969-169,7,true,,green
027-836-032-587-265,"Self-regulation in the Canadian securities industry: Funnel in, funnel out, or funnel away?",,2015,journal article,"International Journal of Law, Crime and Justice",17560616,Elsevier BV,Netherlands,Mark Lokanan,"The study analysed the processing of complaints against investment brokers and Dealer Members through the Investment Dealer Association (IDA) of Canada's disciplinary system between 2002 and 2007. The cases processed are discussed in relations to a misconduct funnel that examines the IDA's claim that it brought more complaints into the disciplinary system (funnel in), and shows how these complaints were reduced once they entered the system (funnel out), and deflected away from the criminal justice system (funnel away). The results indicate that the IDA was ineffective in disciplining its members because it was unable to handle the more serious and systemic industry problems. To respond to its impossible mandate, the IDA was involved in symbolic management to create a well-crafted image for public consumption of its effectiveness, notwithstanding its inability to do so in practice. The results further increased the call for cross-disciplinary research on securities market regulation.",43,4,456,480,Criminal justice; Accounting; Economics; Funnel; Financial market; Law; Mandate; Investment (macroeconomics); Securities fraud; Misconduct; Discipline,,,,,https://researchportal.northumbria.ac.uk/en/publications/self-regulation-in-the-canadian-securities-industry-funnel-in-fun https://www.sciencedirect.com/science/article/abs/pii/S1756061614000809 http://www.sciencedirect.com/science/article/pii/S1756061614000809 https://core.ac.uk/display/41070279 https://viurrspace.ca/handle/10613/5102 https://northumbria-test.eprints-hosting.org/id/document/263598 http://nrl.northumbria.ac.uk/18556/ https://core.ac.uk/download/41070279.pdf,http://dx.doi.org/10.1016/j.ijlcj.2014.11.002,,10.1016/j.ijlcj.2014.11.002,2056494650,,0,003-615-448-986-139; 005-381-988-219-356; 007-842-389-272-480; 008-447-942-580-865; 009-424-309-999-489; 013-570-300-212-678; 015-869-231-830-956; 016-687-977-345-892; 020-836-906-271-049; 023-204-757-155-055; 028-371-912-888-866; 041-762-861-638-902; 045-841-089-955-355; 050-189-143-668-071; 054-460-392-280-386; 054-629-969-224-532; 057-802-107-572-344; 060-407-275-715-381; 076-954-018-643-616; 081-032-968-487-469; 087-797-165-318-031; 090-064-708-084-092; 106-729-645-064-58X; 121-666-899-094-058; 121-976-539-687-128; 125-836-832-350-250; 134-947-351-821-97X; 167-520-016-460-323; 174-344-227-934-836; 183-942-045-148-638,14,true,,green
027-903-375-647-298,Emerging Roles of Lead Buyer Governance for Sustainability Across Global Production Networks,2019-06-08,2019,journal article,Journal of Business Ethics,01674544; 15730697,Springer Science and Business Media LLC,Netherlands,Rachel Alexander,"Global production networks (GPNs) connect multiple producers involved in fragmented manufacturing processes. Major brands and retailers, considered as lead firms, are under increasing pressure to ensure products made through GPNs are produced sustainably. Theories of governance developed to understand dynamics in outsourced production can provide insight into this issue. However, these theories and related empirical research have often focused on relationships between lead firms and upper-tier suppliers. When manufacturing involves multiple fragmented stages, understanding the role of lead firms becomes more difficult. This article considers new governance roles that lead firms, as buyers, are playing when attempting to promote sustainable practices across all stages of production for buyer-driven industries. The focus is exploring the nature of new governance approaches which lead firms have developed in order to address diverse sustainability challenges found within GPNs, particularly related to lower-tier suppliers. These approaches can involve lead firms working through vertical buyer–seller links or developing new horizontal relationships, which link lead firms with lower-tier suppliers and governance processes in these suppliers’ local productive systems. The findings draw from field research examining how top UK garment retailers provide governance to producers involved in creating cotton garments in India and a review of publicised policies and practices of these retailers related to promoting sustainable production. Five types of governance mechanisms that can involve vertical or horizontal links are identified. Considering the growth of new governance relationships expands previous conceptions of the roles of lead firm governance.",162,2,269,290,Business ethics; Empirical research; Field research; Business; Order (exchange); Lead (geology); Production (economics); Corporate governance; Industrial organization; Sustainability,,,,,https://dialnet.unirioja.es/servlet/articulo?codigo=7382462 https://EconPapers.repec.org/RePEc:kap:jbuset:v:162:y:2020:i:2:d:10.1007_s10551-019-04199-4 https://ideas.repec.org/a/kap/jbuset/v162y2020i2d10.1007_s10551-019-04199-4.html https://link.springer.com/article/10.1007%2Fs10551-019-04199-4 https://link.springer.com/content/pdf/10.1007/s10551-019-04199-4.pdf https://core.ac.uk/download/200755693.pdf,http://dx.doi.org/10.1007/s10551-019-04199-4,,10.1007/s10551-019-04199-4,2952034342,,0,000-742-487-988-420; 000-766-858-119-272; 001-244-472-860-04X; 001-787-598-381-23X; 004-454-777-316-816; 005-464-789-384-299; 005-839-368-694-094; 006-162-481-563-226; 007-281-331-150-635; 008-533-765-054-899; 011-482-978-215-730; 013-411-020-708-38X; 013-444-553-986-711; 014-188-485-374-890; 014-718-837-636-774; 019-729-232-766-547; 021-190-825-756-42X; 023-932-228-904-634; 030-236-229-386-781; 037-699-714-524-936; 041-772-368-498-095; 042-028-762-478-755; 042-586-086-886-281; 045-360-249-006-267; 046-904-671-338-055; 054-962-438-530-812; 057-942-097-777-139; 061-217-762-898-102; 063-474-752-426-435; 063-632-300-282-101; 065-916-233-975-465; 066-063-257-778-743; 069-556-829-450-52X; 072-005-663-601-048; 076-396-973-863-269; 077-082-084-783-896; 083-521-912-038-04X; 084-980-849-443-278; 085-954-062-009-061; 086-515-113-790-145; 086-978-455-549-184; 087-378-392-276-509; 089-245-789-629-88X; 091-668-670-109-357; 096-778-645-744-403; 102-415-862-319-721; 105-174-390-664-395; 105-988-781-582-023; 106-945-111-978-260; 110-960-712-058-857; 111-412-411-012-600; 114-423-391-037-968; 116-301-421-191-366; 117-846-870-142-304; 122-025-756-931-871; 123-156-013-175-733; 130-628-668-697-424; 132-148-353-192-130; 144-849-831-748-234; 146-655-958-576-211; 147-564-534-651-030; 150-620-625-730-940; 151-442-789-438-679; 153-085-657-861-846; 165-596-822-928-187; 168-687-908-492-129; 170-898-483-106-596; 171-268-156-655-037; 172-319-849-222-115; 180-693-497-969-169; 182-905-137-584-382; 190-211-621-604-879,21,true,cc-by,hybrid
028-257-287-637-818,Communicating Moral Legitimacy in Controversial Industries: The Trade in Human Tissue,2017-03-06,2017,journal article,Journal of Business Ethics,01674544; 15730697,Springer Science and Business Media LLC,Netherlands,A. Rebecca Reuber; Anna Morgan-Thomas,"Globally active companies are involved in the discursive construction of moral legitimacy. Establishing normative conformance is problematic given the plurality of norms and values worldwide, and is particularly difficult for companies operating in morally controversial industries. In this paper, we investigate how organizations publicly legitimize the trade of human tissue for private profit when this practice runs counter to deep-seated and widespread moral beliefs. To do so, we use inductive, qualitative methods to analyze the website discourse of three types of organizations that trade in human tissue and are associated with different degrees of moral controversy with respect to tissue procurement and use. Our analysis reveals an object-oriented approach to moral legitimizing centered on the human tissue as a morally disputed good. We find that the website discourse translates human tissue into technology, constructs normative meaning around a dominant instrumental value associated with human-tissue-as-technology, and reproduces and stabilizes this meaning by six discursive mechanisms that amplify and anchor it. Moreover, the use of amplifying and anchoring discourse was greater in organizations associated with greater controversy. The results are consistent with an object-oriented sociality.",154,1,49,63,Business ethics; Sociology; Sociality; Profit (economics); Qualitative research; Law and economics; Tissue procurement; Public relations; Normative; Legitimacy; Moral disengagement,,,,Adam Smith Research Foundation; University of Toronto's Work-Study Program,http://eprints.gla.ac.uk/138318/ https://ideas.repec.org/a/kap/jbuset/v154y2019i1d10.1007_s10551-017-3480-z.html https://link.springer.com/article/10.1007/s10551-017-3480-z https://core.ac.uk/display/80697255 https://dialnet.unirioja.es/servlet/articulo?codigo=7371766 https://core.ac.uk/download/pdf/296193022.pdf,http://dx.doi.org/10.1007/s10551-017-3480-z,,10.1007/s10551-017-3480-z,2593322337,,0,000-263-966-885-199; 000-707-099-096-312; 002-133-078-063-960; 002-602-149-926-516; 003-546-007-162-146; 003-776-661-855-16X; 005-430-601-281-795; 007-135-641-290-961; 008-614-895-812-373; 012-805-278-438-570; 012-843-215-308-223; 015-069-177-211-461; 020-828-761-502-052; 021-358-355-837-204; 024-107-801-631-971; 024-693-359-568-280; 027-646-332-997-808; 028-079-578-721-447; 029-574-110-137-59X; 030-091-829-341-080; 030-680-660-292-409; 032-654-855-231-036; 032-836-819-502-369; 036-006-407-790-221; 036-264-205-112-221; 037-056-650-108-909; 037-435-921-791-165; 037-499-623-157-310; 039-648-786-477-828; 040-075-441-881-251; 045-659-985-830-568; 046-764-465-799-094; 048-645-419-219-088; 048-894-227-009-403; 049-660-434-829-003; 051-244-331-818-386; 052-802-334-885-429; 057-185-045-218-372; 059-136-862-210-030; 059-323-527-433-097; 059-922-746-998-818; 066-702-552-252-339; 069-228-665-776-378; 070-937-693-897-246; 072-204-462-210-974; 073-069-997-260-203; 076-779-473-757-070; 081-069-471-541-887; 082-171-985-858-889; 082-434-214-269-594; 084-080-029-504-772; 088-221-954-361-838; 089-735-124-231-457; 090-782-911-180-203; 093-666-054-157-877; 094-213-099-107-472; 097-213-764-422-536; 099-427-246-097-223; 099-918-632-141-057; 100-471-158-792-826; 104-336-299-928-102; 107-806-876-754-927; 108-165-679-344-389; 112-158-351-681-567; 112-527-023-204-252; 115-446-367-997-692; 116-971-415-472-535; 119-901-328-841-545; 123-628-833-025-039; 124-309-096-474-165; 127-836-695-093-712; 136-622-698-693-089; 147-043-231-818-928; 150-005-284-621-599; 155-376-358-159-689; 169-567-437-595-93X; 178-397-057-385-09X; 189-021-014-892-802; 199-773-305-612-131,15,true,,green
029-979-775-987-383,Why Sparing the Rod Does Not Spoil the Child: A Critique of the “Strict Father” Model in Transnational Governance,2014-05-28,2014,journal article,Journal of Business Ethics,01674544; 15730697,Springer Science and Business Media LLC,Netherlands,Patrick Haack; Andreas Georg Scherer,"The United Nations Global Compact (UNGC) is one of the largest transnational governance schemes (TGSs). Its success or failure, however, is a matter of debate. Drawing on research in cognitive linguistics, we argue that when evaluators discuss the UNGC, they apply the metaphorical concept of the family: the UNGC corresponds to the “family,” the UNGC headquarter to the “parent” and the business participants of the UNGC to the “children” of the family. As a corollary, evaluators’ implicit understanding of how a family is best organized sets different benchmarks against which the governance structure of the UNGC is assessed. We describe two ideal models of “educating” UNGC business participants. Critics of the UNGC adopt a “strict father” model of transnational governance based on the idea that the proper education of inherently “bad” business firms necessitates obedience, discipline and punishment in case firms are non-compliant. In contrast, the UNGC’s advocates follow a “nurturant parent” model, which prioritizes empathy, learning and nurturance to support the moral development of “good” business firms. We develop the “UNGC-as-family” metaphor, explore its implications for transnational governance and discuss under what conditions these idealized models can serve as appropriate guidelines for TGSs. Specifically, we posit that following the behavioral prescriptions of the “strict father” model may, under certain conditions, jeopardize the organizational embedding and institutionalization of UNGC principles, and explain when and why it may be in the best interest of the UNGC and civil society to embrace the instructions of the “nurturant parent” model of transnational governance.",122,2,225,240,Business ethics; Sociology; Institutionalisation; Obedience; Law and economics; Law; Ideal (ethics); Transnational governance; Corporate governance; Civil society; Moral development,,,,,https://link.springer.com/article/10.1007/s10551-014-2218-4/fulltext.html https://dialnet.unirioja.es/servlet/articulo?codigo=4896530 https://philpapers.org/rec/HAAWST https://ideas.repec.org/a/kap/jbuset/v122y2014i2p225-240.html https://core.ac.uk/display/33593349 https://link.springer.com/content/pdf/10.1007%2Fs10551-014-2218-4.pdf https://econpapers.repec.org/RePEc:kap:jbuset:v:122:y:2014:i:2:p:225-240 https://www.zora.uzh.ch/id/eprint/98035/1/ZORA_NL_98035.pdf http://www.zora.uzh.ch/id/eprint/98035/ https://link.springer.com/article/10.1007/s10551-014-2218-4 https://www.zora.uzh.ch/id/eprint/98035/1/ZORA_NL_98035.pdf,http://dx.doi.org/10.1007/s10551-014-2218-4,,10.1007/s10551-014-2218-4,2061696982,,0,004-018-767-093-03X; 004-132-984-565-100; 004-541-556-281-555; 008-806-372-497-489; 008-982-316-458-736; 012-160-431-872-723; 017-032-468-776-458; 017-824-686-702-428; 019-955-515-601-713; 021-150-808-751-276; 022-085-582-945-331; 025-467-647-684-682; 028-543-904-861-311; 032-641-669-498-148; 036-018-967-090-600; 037-511-587-927-275; 038-578-341-205-232; 044-632-059-291-976; 045-243-715-940-573; 045-754-631-412-145; 047-959-249-158-205; 047-960-620-127-525; 050-613-973-985-56X; 051-023-898-709-974; 051-543-670-457-546; 051-634-478-902-21X; 051-974-299-010-575; 052-280-117-965-945; 060-011-378-537-345; 063-158-380-111-381; 063-241-088-602-455; 064-012-592-860-565; 065-133-808-142-018; 065-795-573-015-85X; 066-396-973-780-620; 067-780-381-710-699; 068-023-351-417-932; 072-050-889-156-71X; 077-783-919-314-847; 079-292-247-526-658; 082-171-985-858-889; 083-147-773-213-110; 086-285-005-719-092; 087-638-832-461-141; 087-876-141-014-936; 092-278-541-250-656; 096-810-659-489-615; 098-950-277-295-601; 100-161-915-832-087; 100-959-243-868-329; 101-901-388-569-631; 103-492-481-923-285; 104-185-973-082-618; 105-133-236-551-148; 110-627-680-088-373; 114-616-836-245-50X; 116-249-751-278-063; 128-258-449-179-099; 128-438-218-182-416; 132-042-340-002-953; 132-264-581-075-022; 132-744-612-454-811; 134-869-472-291-61X; 136-120-144-815-662; 136-622-698-693-089; 142-078-843-524-144; 142-158-223-611-466; 146-191-871-473-196; 158-479-450-610-920; 160-062-199-873-859; 168-768-444-468-693; 186-324-864-013-13X; 187-746-548-399-41X; 191-757-012-390-431; 192-232-074-782-670; 195-031-910-737-161,25,true,cc0,green
030-059-170-389-413,"CSR, Co-optation and Resistance: The Emergence of New Agonistic Relations Between Business and Civil Society",2013-08-07,2013,journal article,Journal of Business Ethics,01674544; 15730697,Springer Science and Business Media LLC,Netherlands,Jon Burchell; Joanne Cook,"This article examines the theoretical implications of the changing relationships between NGOs and businesses that have emerged as a response to the evolving agenda around CSR and sustainable development. In particular, it focuses upon examining whether greater engagement from non-governmental organisations (NGOs) in this area reflects a process of appropriation and co-optation of protest by the business community. To examine this process, the article considers two forms of appropriation—appropriation of language and appropriation via participation—as a basis for discussion. While co-optation pressures are identified within both areas, the article argues that co-optation is identified almost as an inevitable outcome of engagement without significant consideration of the ability of movements to identify and respond to these processes. In identifying an alternative approach, the article utilises Mouffe’s framework of agonistic pluralism. Mouffe’s framework, it is argued, provides an understanding of the way in which agonistic relationships are emerging between NGOs and businesses while highlighting the continuance of conflict between parties struggling to influence the contested interpretations of responsible business.",115,4,741,754,Business ethics; Political economy; Corporate social responsibility; Sociology; Agonistic behaviour; Pluralism (political theory); Appropriation; Continuance; Social science; Civil society; Sustainable development,,,,,https://philpapers.org/rec/BURCCA-2 https://link.springer.com/article/10.1007/s10551-013-1830-z https://EconPapers.repec.org/RePEc:kap:jbuset:v:115:y:2013:i:4:p:741-754 https://link.springer.com/article/10.1007/s10551-013-1830-z/fulltext.html https://hydra.hull.ac.uk/resources/hull:9852 https://dialnet.unirioja.es/servlet/articulo?codigo=4394157 https://ideas.repec.org/a/kap/jbuset/v115y2013i4p741-754.html https://hull-repository.worktribe.com/output/469779,http://dx.doi.org/10.1007/s10551-013-1830-z,,10.1007/s10551-013-1830-z,2032573988,,0,000-976-218-860-519; 002-026-122-868-261; 004-640-559-142-714; 004-855-073-252-292; 007-146-234-743-074; 007-938-489-413-371; 008-602-183-642-056; 008-941-973-626-954; 012-997-013-982-684; 013-915-806-358-536; 015-842-121-823-659; 016-411-180-460-079; 017-637-261-230-10X; 018-008-386-305-106; 019-274-902-141-530; 022-557-574-643-889; 027-700-418-268-176; 029-662-320-226-734; 030-907-679-695-340; 031-803-603-227-006; 032-957-594-850-346; 033-395-932-508-055; 034-404-993-610-297; 036-562-642-394-656; 037-652-531-527-52X; 038-355-179-017-453; 039-885-288-017-924; 041-744-119-981-58X; 043-970-854-751-914; 044-026-863-152-571; 044-029-241-335-844; 044-209-223-242-773; 045-683-602-068-343; 045-974-511-370-731; 051-279-759-802-414; 053-726-146-590-804; 054-776-403-986-108; 055-189-554-841-408; 056-864-045-179-906; 058-701-541-239-695; 059-161-316-388-813; 059-341-203-849-626; 061-020-259-335-637; 063-919-757-599-959; 065-307-606-376-729; 066-013-919-563-675; 066-880-480-569-995; 067-621-814-824-950; 069-317-441-795-929; 069-533-155-665-652; 072-428-049-610-539; 073-189-915-248-945; 074-228-257-808-669; 074-717-323-342-869; 075-449-719-541-985; 075-588-031-942-545; 075-915-848-965-990; 079-305-264-502-869; 080-171-581-481-170; 082-994-677-184-285; 083-946-758-646-859; 086-266-354-848-964; 092-225-284-017-888; 094-215-778-956-15X; 094-481-230-172-044; 094-725-818-009-385; 095-219-961-243-507; 099-392-114-477-809; 102-691-956-091-714; 110-570-655-038-679; 113-906-380-185-80X; 115-373-591-444-545; 115-835-235-364-833; 119-734-330-334-969; 121-449-032-224-795; 122-896-437-262-942; 123-045-339-444-129; 123-694-573-650-975; 124-268-953-178-689; 127-356-618-215-912; 132-915-119-172-216; 137-629-849-785-481; 137-843-764-898-88X; 139-755-669-553-122; 144-480-616-822-676; 150-350-648-878-30X; 154-325-509-776-486; 166-412-225-137-747; 167-205-939-378-854; 176-243-671-671-358; 178-628-496-923-596; 187-544-140-748-211; 189-114-072-647-250,65,true,cc-by,green
030-242-605-040-84X,The Influence of CSR and Ethical Self-Identity in Consumer Evaluation of Cobrands,2015-03-06,2015,journal article,Journal of Business Ethics,01674544; 15730697,Springer Science and Business Media LLC,Netherlands,Jaywant Singh,"An important aspect of brand perception emanates from its corporate social responsibility (CSR) activity. When two brands involved in CSR activities form a cobranding alliance, their respective CSR perceptions can impact consumer attitudes toward the alliance. As an ethically-oriented strategy, the alliance can be potentially beneficial to both partner brands, and can create opportunities for promoting CSR activities. The research streams on brand management, cobranding, and CSR, however, are silent about this important branding strategy that has several embedded business and societal benefits. This study examines how CSR-based consumer perceptions and ethical self-identity impact consumer evaluation of cobrands. Employing a quasi-experimental between-subjects design, the study tests six cobranding scenarios in three product categories. The data were collected via structured questionnaires resulting in 318 valid responses. The data were analyzed employing Partial Least Squares Structural Equation Modeling. The results confirm that positive CSR perceptions toward the partner brands are robust indicators of attitudes toward cobrands. Further, the match between the CSR activities of the partner brands (positive CSR fit) and the product categories (product fit) influences cobrand attitudes. The results also show evidence of ‘spill-over’ effects, where the alliance has a positive impact on subsequent CSR perceptions toward the partner brands. Additionally, the findings demonstrate an asymmetry in the effects of the cobrand on subsequent CSR perceptions wherein consumers with low ethical self-identity show greater spill-over effects from the cobrand than those with high ethical self-identity. The study contributes to knowledge in the domains of business ethics, cobranding, and social responsibility. The findings have managerial implications for designing CSR-based ethical branding strategies for cobrands.",138,2,311,326,Business ethics; Product (category theory); Corporate social responsibility; Business; Social responsibility; Marketing; Perception; Alliance; Brand management; Structural equation modeling,,,,,https://link.springer.com/content/pdf/10.1007%2Fs10551-015-2594-4.pdf https://eprints.kingston.ac.uk/id/eprint/30542 https://dialnet.unirioja.es/servlet/articulo?codigo=5995292 http://ideas.repec.org/a/kap/jbuset/v138y2016i2d10.1007_s10551-015-2594-4.html https://link.springer.com/article/10.1007/s10551-015-2594-4/fulltext.html https://core.ac.uk/download/29471284.pdf,http://dx.doi.org/10.1007/s10551-015-2594-4,,10.1007/s10551-015-2594-4,2102389735,,0,001-090-177-077-061; 001-095-917-910-673; 003-335-078-067-779; 003-523-668-822-306; 005-540-161-064-240; 005-740-370-132-154; 007-215-416-222-778; 007-485-504-465-112; 008-358-449-224-731; 008-496-944-587-674; 010-854-534-444-434; 014-092-563-907-466; 014-614-449-675-783; 018-606-075-915-716; 020-462-758-519-335; 023-978-575-777-67X; 026-700-942-356-424; 027-643-790-356-203; 028-292-605-075-78X; 028-513-151-138-964; 028-697-134-138-240; 029-586-259-881-227; 031-448-221-522-276; 032-226-726-401-253; 032-779-497-658-310; 032-946-061-922-067; 033-072-993-130-715; 033-874-734-800-125; 036-226-938-245-817; 037-474-783-441-942; 037-479-522-981-871; 037-746-132-092-722; 037-941-378-768-650; 041-506-392-743-669; 042-084-568-143-042; 043-631-278-470-500; 050-663-956-857-369; 051-312-099-103-15X; 051-945-017-046-033; 053-134-930-560-845; 054-744-184-822-931; 055-604-951-644-972; 056-126-178-605-45X; 057-598-683-025-917; 058-454-729-177-304; 059-269-148-930-275; 059-447-030-776-806; 061-032-025-769-668; 061-338-502-646-030; 062-777-472-155-775; 063-533-555-736-327; 064-473-563-429-25X; 065-521-345-163-596; 068-003-685-576-855; 074-272-284-006-299; 074-372-883-333-812; 080-099-806-257-636; 081-579-693-159-480; 084-003-008-389-85X; 085-717-104-859-496; 087-749-220-125-296; 089-865-379-996-000; 093-177-118-945-956; 097-693-614-900-69X; 102-836-358-470-938; 107-949-182-523-532; 108-890-126-050-163; 108-915-135-791-842; 110-055-879-281-073; 113-646-077-398-388; 114-556-841-480-844; 119-219-327-650-526; 122-937-778-784-122; 128-860-047-103-157; 131-180-572-109-097; 131-761-546-014-209; 133-890-185-749-704; 135-183-470-901-066; 139-101-567-335-455; 139-119-876-531-586; 144-199-950-930-31X; 149-566-818-722-787; 152-445-790-083-860; 159-846-769-325-126; 170-030-808-887-807; 190-985-725-730-078,38,true,,green
031-004-219-313-339,Tensions in Corporate Sustainability: Towards an Integrative Framework,2014-01-09,2014,journal article,Journal of Business Ethics,01674544; 15730697,Springer Science and Business Media LLC,Netherlands,Tobias Hahn; Jonatan Pinkse; Lutz Preuss; Frank Figge,"This paper proposes a systematic framework for the analysis of tensions in corporate sustainability. The framework is based on the emerging integrative view on corporate sustainability, which stresses the need for a simultaneous integration of economic, environmental and social dimensions without, a priori, emphasising one over any other. The integrative view presupposes that firms need to accept tensions in corporate sustainability and pursue different sustainability aspects simultaneously even if they seem to contradict each other. The framework proposed in this paper goes beyond the traditional triad of economic, environmental and social dimensions and argues that tensions in corporate sustainability occur between different levels, in change processes and within a temporal and spatial context. The framework provides vital groundwork for managing tensions in corporate sustainability based on paradox strategies. The paper then applies the framework to identify and characterise four selected tensions and illustrates how key approaches from the literature on strategic contradictions, tensions and paradoxes—i.e., acceptance and resolution strategies—can be used to manage these tensions. Thereby, it refines the emerging literature on the integrative view for the management of tensions in corporate sustainability. The framework also provides managers with a better understanding of tensions in corporate sustainability and enables them to embrace these tensions in their decision making.",127,2,297,316,Business ethics; Political science; Sustainability organizations; Corporate sustainability; Public relations; Social sustainability; Sustainable development; Triple bottom line; Sustainability; Paradoxes of set theory; Economic system,,,,,https://link.springer.com/article/10.1007/s10551-014-2047-5?view=classic https://ideas.repec.org/a/kap/jbuset/v127y2015i2p297-316.html https://www.research.manchester.ac.uk/portal/en/publications/tensions-in-corporate-sustainability-towards-an-integrative-framework(32094541-b823-4224-beb3-98f7be788dca)/export.html http://srodev.sussex.ac.uk/63538/ https://research-portal.uea.ac.uk/en/publications/tensions-in-corporate-sustainability-towards-an-integrative-frame http://sro.sussex.ac.uk/id/eprint/63538/ https://www.escholar.manchester.ac.uk/uk-ac-man-scw:281232 https://rd.springer.com/article/10.1007/s10551-014-2047-5 https://ueaeprints.uea.ac.uk/63990/ https://philpapers.org/rec/HAHTIC https://dialnet.unirioja.es/servlet/articulo?codigo=5981926 https://EconPapers.repec.org/RePEc:kap:jbuset:v:127:y:2015:i:2:p:297-316 https://link.springer.com/article/10.1007/s10551-014-2047-5 https://core.ac.uk/download/84144096.pdf,http://dx.doi.org/10.1007/s10551-014-2047-5,,10.1007/s10551-014-2047-5,1988805390,,0,001-320-563-566-69X; 001-583-221-215-130; 002-538-064-574-730; 003-449-910-087-897; 003-696-346-632-281; 003-769-210-214-042; 004-375-169-449-644; 004-497-072-645-396; 004-916-367-446-865; 005-851-471-323-242; 007-003-386-613-991; 007-252-692-282-120; 007-412-381-459-646; 009-306-636-937-579; 009-856-885-734-832; 010-360-519-122-322; 010-775-609-685-246; 011-104-666-786-86X; 011-325-056-927-804; 013-497-328-534-240; 015-960-393-706-824; 017-147-261-575-907; 019-806-548-132-918; 020-238-251-018-965; 020-571-033-742-719; 021-992-210-925-279; 022-340-634-592-837; 022-512-643-506-628; 026-178-832-039-373; 026-333-290-830-116; 026-895-802-475-205; 027-339-723-966-830; 027-827-119-143-849; 028-682-400-220-502; 030-532-028-593-908; 030-893-328-470-698; 032-855-925-230-559; 032-932-571-220-340; 033-273-429-587-440; 034-028-069-258-922; 035-506-988-554-079; 036-639-085-366-785; 038-518-224-397-074; 038-798-888-013-570; 038-840-985-173-847; 039-047-173-269-467; 040-136-680-320-132; 040-572-453-396-234; 041-899-839-540-965; 043-181-791-977-200; 043-543-767-409-604; 044-587-658-009-282; 044-788-728-164-730; 044-923-928-642-433; 046-414-135-160-749; 046-758-104-449-821; 049-527-246-938-541; 049-558-678-261-37X; 050-308-516-878-928; 050-749-889-255-727; 051-891-344-734-924; 052-388-319-499-334; 053-990-573-022-046; 054-059-910-999-139; 055-518-211-938-261; 055-577-582-544-181; 055-698-789-498-46X; 056-278-974-959-438; 057-128-217-172-032; 057-240-085-758-583; 059-746-243-846-740; 061-045-579-488-457; 061-829-988-617-171; 062-065-250-177-033; 064-091-717-837-982; 064-301-753-805-630; 064-803-455-588-930; 066-353-890-059-037; 066-775-534-284-713; 067-211-499-657-897; 067-720-000-505-874; 068-949-723-529-636; 069-931-071-234-867; 070-468-390-803-522; 071-458-943-839-339; 072-108-180-474-63X; 073-271-303-441-878; 074-058-904-065-533; 076-107-232-481-710; 076-868-926-971-34X; 077-783-919-314-847; 079-018-009-131-149; 079-979-949-181-659; 080-464-229-293-196; 081-934-390-525-301; 082-226-529-912-445; 083-621-716-532-081; 084-341-486-298-495; 087-139-739-190-74X; 089-334-223-623-774; 091-654-869-846-103; 092-164-132-026-703; 092-232-461-611-411; 092-655-847-198-572; 092-814-965-943-321; 093-362-673-911-75X; 093-744-136-559-774; 093-922-576-499-217; 095-612-308-056-97X; 098-512-001-476-719; 099-293-183-050-020; 104-920-316-881-75X; 106-298-431-168-154; 106-372-293-441-935; 106-377-304-980-209; 108-293-031-625-571; 108-750-063-494-933; 108-824-128-963-809; 110-672-210-496-682; 111-819-171-804-346; 111-963-768-580-775; 114-504-849-397-186; 115-373-591-444-545; 115-482-499-323-938; 119-467-723-143-131; 119-918-951-645-563; 123-694-573-650-975; 127-957-637-813-823; 134-286-877-968-209; 134-870-472-678-206; 135-930-663-570-626; 136-220-899-329-222; 137-687-347-877-541; 138-686-700-187-94X; 139-069-236-744-230; 140-950-694-119-175; 141-545-459-794-936; 142-674-506-569-000; 145-097-614-010-185; 146-687-470-139-567; 147-462-101-080-853; 153-896-188-425-361; 154-436-935-009-329; 154-529-490-924-235; 155-627-022-609-176; 155-879-175-881-390; 156-353-040-816-882; 156-628-929-193-587; 156-925-308-567-479; 157-908-988-552-95X; 161-064-841-819-063; 161-558-704-455-654; 161-860-020-577-869; 165-365-244-895-02X; 172-851-823-105-624; 188-018-470-780-181; 193-107-258-263-342; 194-549-228-883-932,477,true,,green
032-800-617-988-79X,Envisioning a Democratic Culture of Difference: Feminist Ethics and the Politics of Dissent in Social Movements,2019-12-24,2019,journal article,Journal of Business Ethics,01674544; 15730697,Springer Science and Business Media LLC,Netherlands,Sheena J Vachhani,"Using two contemporary cases of the global #MeToo movement and UK-based collective Sisters Uncut, this paper argues that a more in-depth and critical concern with gendered difference is necessary for understanding radical democratic ethics, one that advances and develops current understandings of business ethics. It draws on practices of social activism and dissent through the context of Irigaray’s later writing on democratic politics and Ziarek’s analysis of dissensus and democracy that proceeds from an emphasis on alterity as the capacity to transform nonappropriative self-other relations. Therefore, the aims of the paper are: (i) to develop a deeper understanding of a culture of difference and to consider sexual difference as central to the development of a practical democratic ethics and politics of organizations; (ii) to explore two key cases of contemporary feminist social movements that demonstrate connected yet contrasting examples of how feminist politics develops through an appreciation of embodied, intercorporeal differences; and (iii) to extend insights from Irigaray and Ziarek to examine ways in which a practical democratic politics proceeding from an embodied ethics of difference forms an important advancement to theorising the connection between ethics, dissent and democracy.",164,4,745,757,Business ethics; Social movement; Sociology; Political radicalism; Feminist ethics; Feminism; Dissent; Democracy; Politics; Environmental ethics,,,,,https://ideas.repec.org/a/kap/jbuset/v164y2020i4d10.1007_s10551-019-04403-5.html https://link.springer.com/content/pdf/10.1007/s10551-019-04403-5.pdf https://link.springer.com/article/10.1007/s10551-019-04403-5 https://research-information.bris.ac.uk/en/publications/envisioning-a-democratic-culture-of-difference-feminist-ethics-an https://dialnet.unirioja.es/servlet/articulo?codigo=7799536 https://core.ac.uk/download/286374665.pdf,http://dx.doi.org/10.1007/s10551-019-04403-5,,10.1007/s10551-019-04403-5,2995768848,,0,000-275-385-787-847; 002-314-105-192-796; 002-950-497-226-023; 005-449-817-695-831; 007-471-711-910-63X; 013-072-580-143-598; 017-510-478-170-998; 018-818-769-157-985; 020-126-522-136-423; 020-291-842-785-560; 023-324-970-828-411; 024-735-667-967-593; 024-961-110-245-329; 031-562-614-799-670; 031-699-654-013-14X; 031-832-760-699-181; 036-607-079-986-754; 037-847-284-639-283; 040-690-162-302-020; 042-526-231-763-241; 044-194-756-897-183; 044-925-659-848-116; 046-286-221-527-769; 046-489-119-999-778; 047-289-375-284-544; 051-382-543-571-608; 053-111-356-050-813; 053-398-350-828-55X; 059-494-180-014-614; 060-021-138-672-926; 064-209-175-978-211; 066-573-107-147-516; 068-226-321-487-411; 073-454-754-845-478; 075-880-263-603-153; 078-458-615-824-458; 087-032-019-661-953; 091-220-644-110-121; 093-340-815-225-476; 097-648-757-748-792; 098-138-083-151-178; 098-496-558-599-604; 099-307-207-520-619; 104-687-785-237-870; 106-376-259-974-349; 108-780-165-398-333; 109-223-551-733-149; 109-322-636-092-217; 114-935-894-979-585; 117-186-607-123-543; 117-902-346-271-189; 121-039-540-495-944; 122-032-862-508-976; 123-554-770-956-047; 133-359-051-773-139; 138-868-045-015-427; 138-983-834-974-915; 141-677-453-577-767; 144-407-406-467-230; 144-435-860-855-178; 154-721-747-499-263; 162-233-636-459-848; 164-462-996-800-546; 186-990-174-153-80X; 191-221-164-510-310; 198-718-148-522-379,8,true,cc-by,hybrid
033-022-777-263-892,"Mobile police community office: a vehicle for reducing crime, crime harm and enhancing police legitimacy?",2017-08-22,2017,journal article,Journal of Experimental Criminology,15733750; 15728315,Springer Science and Business Media LLC,Germany,Sarah Bennett; Michael Newman; Michelle Sydes,"A key objective for police is to develop innovative and adaptive methods to efficiently maintain public safety and foster strong police–community relations. The Queensland Police Service (QPS) designed the Mobile Police Community Office (MPCO), a purpose-built van with many of the same facilities of a police station, and trained MPCO officers to engage with members of the public using principles of procedural justice. This paper reports on whether the MPCO can be a “vehicle” to reduce crime, crime impact and enhance police legitimacy in crime hot spots in Brisbane, Australia. We matched 24 hot spots based on crime and location characteristics. Within pairs, hot spots were randomly assigned to either the existing police response or the existing response plus the MPCO for two days at prevalent crime times/days. A public survey assessing perceptions of police legitimacy was administered during deployment. Our study compared official crime counts for a period of two months pre-/post-deployment date for experimental and control hot spots. We developed a crime impact score using QPS offense level descriptions and corresponding Queensland legislation penalties as an additional efficacy measure. We found a modest yet insignificant decrease in crime between the pre- and post-intervention period and no significant difference in crime impact scores. While some argue that hot spot policing can reduce legitimacy, we found no evidence to support this claim. The MPCO is well received by the community and further research is needed to better understand its potential deterrent effect on crime.",13,3,417,428,Criminal justice; Software deployment; Political science; Law; Control (management); Legislation; Harm; Procedural justice; Service (economics); Legitimacy; Criminology,,,,Queensland Centre for Social Science Innovation; Australian Research Council,https://espace.library.uq.edu.au/view/UQ:684682/UQ684682_OA.pdf https://espace.library.uq.edu.au/view/UQ:684682 https://link.springer.com/content/pdf/10.1007%2Fs11292-017-9302-6.pdf https://link.springer.com/article/10.1007/s11292-017-9302-6 https://core.ac.uk/display/86632422 https://core.ac.uk/download/86632422.pdf,http://dx.doi.org/10.1007/s11292-017-9302-6,,10.1007/s11292-017-9302-6,2746787782,,0,000-597-473-924-903; 003-272-563-565-565; 003-806-502-088-72X; 018-845-879-705-27X; 025-792-485-809-727; 026-218-175-233-62X; 028-387-740-290-652; 029-383-453-965-934; 035-975-636-825-447; 038-317-322-542-289; 043-651-995-046-41X; 047-712-449-416-235; 054-803-135-939-014; 055-196-530-497-775; 059-152-066-053-409; 061-145-855-067-906; 061-893-970-395-212; 074-251-312-199-022; 096-762-312-890-385; 105-338-591-958-750; 107-777-026-421-966; 108-529-408-304-54X; 109-645-421-191-855; 112-585-293-254-669; 124-073-365-175-57X; 124-637-269-633-500; 125-267-633-459-782; 142-792-689-441-663; 164-835-044-513-872,1,true,,green
033-187-001-875-264,Efficiency or Power? The Rise of the Shareholder-oriented Joint Stock Corporation,,2018,journal article,Indiana Journal of Global Legal Studies,10800727; 15430367,Indiana University Press,United States,Paddy Ireland,,25,1,291,330,Joint-stock company; Economic efficiency; Shareholder; Business; Power (social and political); Corporation; Capital management; Corporate governance; Capitalism; Financial system,,,,,https://research-information.bris.ac.uk/files/96435339/a_Indiana_journal_amended_2_.pdf https://research-information.bris.ac.uk/en/publications/efficiency-or-power-the-rise-of-the-shareholder-oriented-joint-st https://www.repository.law.indiana.edu/ijgls/vol25/iss1/13 https://research-information.bristol.ac.uk/en/publications/efficiency-or-power-the-rise-of-the-shareholderoriented-joint-stock-corporation(876df620-1db4-491e-90e8-dd36ab04e198).html https://research-information.bris.ac.uk/en/publications/efficiency-or-power-the-rise-of-the-shareholderoriented-joint-stock-corporation(7b2f74a9-81ee-4580-bafb-fbe276875946)/export.html https://core.ac.uk/download/96780375.pdf,http://dx.doi.org/10.2979/indjglolegstu.25.1.0291,,10.2979/indjglolegstu.25.1.0291,2803196513,,0,005-508-948-288-037; 014-510-577-243-268; 018-266-043-854-930; 025-221-043-326-331; 025-491-073-081-187; 030-189-321-348-949; 032-639-942-824-758; 033-530-171-230-990; 039-049-639-908-283; 043-490-468-675-965; 043-954-931-854-133; 048-500-453-518-412; 048-895-817-735-821; 049-397-240-211-736; 053-304-980-597-469; 054-789-402-762-252; 056-611-735-748-250; 062-547-419-138-841; 062-572-577-716-357; 067-452-991-402-885; 068-165-584-917-835; 091-303-605-576-643; 091-432-642-763-473; 092-307-216-150-029; 095-014-951-261-93X; 100-908-234-207-430; 114-641-882-882-731; 126-177-606-783-381; 146-380-824-194-154; 153-308-818-383-351; 161-589-986-482-803; 163-235-027-795-622; 187-599-318-097-136,10,true,,green
033-194-086-709-235,Towards a Framework for Understanding Fairtrade Purchase Intention in the Mainstream Environment of Supermarkets,2014-12-23,2014,journal article,Journal of Business Ethics,01674544; 15730697,Springer Science and Business Media LLC,Netherlands,Fred A. Yamoah; Rachel Duffy; Dan Alex Petrovici; Andrew Fearne,"Despite growing interest in ethical consumer behaviour research, ambiguity remains regarding what motivates consumers to purchase ethical products. While researchers largely attribute the growth of ethical consumerism to an increase in ethical consumer concerns and motivations, widened distribution (mainstreaming) of ethical products, such as fairtrade, questions these assumptions. A model that integrates both individual and societal values into the theory of planned behaviour is presented and empirically tested to challenge the assumption that ethical consumption is driven by ethical considerations alone. Using data sourced from fairtrade shoppers across the UK, structural equation modelling suggests that fairtrade purchase intention is driven by both societal and self-interest values. This dual value pathway helps address conceptual limitations inherent in the underlying assumptions of existing ethical purchasing behaviour models and helps advance understanding of consumers’ motivation to purchase ethical products.",136,1,181,197,Business ethics; Mainstreaming; Economics; Marketing; Consumer behaviour; Value (ethics); Mainstream; Purchasing; Ambiguity; Public relations; Theory of planned behavior,,,,,https://kar.kent.ac.uk/46703/ https://dialnet.unirioja.es/servlet/articulo?codigo=5993491 https://link.springer.com/article/10.1007/s10551-014-2509-9/fulltext.html https://link.springer.com/article/10.1007/s10551-014-2509-9 https://philpapers.org/rec/YAMTAF https://rd.springer.com/article/10.1007/s10551-014-2509-9 https://eprints.bbk.ac.uk/id/eprint/25953/ https://bura.brunel.ac.uk/handle/2438/15363 https://bura.brunel.ac.uk/bitstream/2438/15363/1/Fulltext.pdf https://uhra.herts.ac.uk/handle/2299/17836 https://EconPapers.repec.org/RePEc:kap:jbuset:v:136:y:2016:i:1:d:10.1007_s10551-014-2509-9 https://ideas.repec.org/a/kap/jbuset/v136y2016i1d10.1007_s10551-014-2509-9.html https://core.ac.uk/download/80698417.pdf,http://dx.doi.org/10.1007/s10551-014-2509-9,,10.1007/s10551-014-2509-9,2136423097,,0,001-090-177-077-061; 001-212-929-188-18X; 002-418-815-577-355; 004-565-611-568-193; 004-815-541-371-772; 005-805-453-463-041; 006-536-185-580-615; 008-311-227-365-805; 009-292-371-162-047; 009-299-623-546-736; 009-578-391-190-284; 010-389-684-051-563; 010-969-827-567-841; 014-380-369-437-938; 015-605-970-428-144; 015-848-263-165-660; 017-397-408-287-937; 019-549-481-786-890; 024-024-804-192-827; 024-469-996-498-637; 026-157-309-763-997; 026-188-326-311-687; 031-187-002-607-584; 031-448-221-522-276; 032-130-169-674-673; 032-279-130-346-192; 034-243-177-726-596; 034-353-748-495-355; 036-053-003-016-16X; 036-111-054-312-623; 036-111-727-661-490; 036-987-505-022-702; 037-133-049-431-445; 038-443-860-023-395; 043-688-726-384-25X; 052-456-030-286-882; 053-473-954-470-090; 053-772-604-499-82X; 054-387-555-052-823; 054-410-550-043-883; 057-871-274-740-957; 058-612-002-039-577; 061-942-451-036-996; 065-495-615-564-650; 065-865-037-847-135; 066-199-283-219-294; 066-830-459-553-600; 067-106-557-223-639; 069-050-756-464-921; 069-053-015-364-468; 069-078-192-646-942; 069-497-872-046-744; 077-049-344-635-95X; 077-253-517-048-904; 080-099-806-257-636; 081-724-510-096-973; 084-666-286-655-959; 089-564-692-037-552; 092-453-302-738-887; 094-790-077-842-476; 097-302-665-630-756; 099-912-710-458-23X; 100-120-064-415-46X; 103-688-289-833-508; 103-705-771-764-928; 106-348-815-701-360; 109-579-040-691-431; 110-871-050-439-671; 114-556-841-480-844; 114-966-731-803-659; 116-466-789-796-545; 117-310-594-935-037; 118-618-736-044-06X; 119-998-479-728-754; 126-739-798-779-898; 127-214-762-712-450; 134-899-181-037-90X; 137-230-830-281-297; 146-296-064-680-296; 147-426-117-650-963; 152-622-506-810-237; 156-523-428-288-376; 158-213-411-291-383; 162-959-148-644-342; 176-565-443-517-318; 181-060-684-636-139; 193-496-494-749-661,32,true,,green
034-565-729-464-304,The market development of aviation biofuel: Drivers and constraints,,2014,journal article,Journal of Air Transport Management,09696997,Elsevier BV,United Kingdom,Per K. Gegg; Lucy C.S. Budd; Stephen Ison,"Aviation biofuel is technically viable and nearing the commercial stage. In the last ten years, biofuels have moved from relative obscurity to a point where certain types of fuel have become fully certified for commercial use in up to 50% blends with standard jet fuel and commercial partnerships between airlines and biofuel producers are being established. Yet despite numerous successful test flights, aviation biofuels have yet to become widely commercialised. Drawing on the findings of in-depth interviews with leading global aviation biofuel stakeholders undertaken between October and December 2011, this paper identifies and examines the perceived factors that are affecting the market development of biofuels for aviation. The paper illustrates that market development is being driven by the combined effects of rising jet fuel prices, the potential future impact of emissions legislation and concerns about fuel (in)security. However, commercialisation is being constrained by high production costs, limited availability of suitable feedstocks, uncertainty surrounding the definition of the sustainability criteria, and a perceived lack of both national and international political and policy support for aviation biofuel. The implications of these findings for commercial aviation and the future development of global market for aviation biofuel market are discussed.",39,,34,40,Engineering; Natural resource economics; Jet fuel; Legislation; Commercial aviation; Certification; Biofuel; Waste management; Sustainability; Aviation biofuel; Aviation,,,,,https://trid.trb.org/view/1322823 https://repository.lboro.ac.uk/articles/journal_contribution/The_market_development_of_avaition_biofuel_drivers_and_constraints/9223877 http://www.sciencedirect.com/science/article/pii/S0969699714000258 https://dspace.lboro.ac.uk/dspace-jspui/bitstream/2134/14481/3/JATM-GeggBuddIson.pdf https://ideas.repec.org/a/eee/jaitra/v39y2014icp34-40.html https://www.sciencedirect.com/science/article/abs/pii/S0969699714000258 https://econpapers.repec.org/article/eeejaitra/v_3a39_3ay_3a2014_3ai_3ac_3ap_3a34-40.htm https://dora.dmu.ac.uk/handle/2086/19534 https://dora.dmu.ac.uk/bitstream/2086/19534/1/JATM-GeggBuddIson.pdf https://core.ac.uk/download/322477859.pdf,http://dx.doi.org/10.1016/j.jairtraman.2014.03.003,,10.1016/j.jairtraman.2014.03.003,2056888519,,0,005-645-384-488-711; 018-882-554-424-720; 019-392-553-092-132; 021-409-574-133-167; 036-284-285-141-302; 037-029-497-367-002; 056-992-939-273-770; 094-429-658-867-914; 099-457-176-813-251; 122-952-245-465-87X; 133-606-832-419-402; 138-425-473-720-111; 139-581-411-294-947,83,true,cc-by-nc-nd,green
035-765-640-809-540,From Lonrho to BHS: The Changing Character of Corporate Governance in Contemporary Capitalism,2018-01-02,2018,journal article,King's Law Journal,09615768; 17578442,Informa UK Limited,United Kingdom,Paddy Ireland,"Edward Heath was not noted for his memorable turns of phrase. Indeed, one of the few phrases for which he is remembered—‘the unpleasant and unacceptable face of capitalism’1—appears to have been un...",29,1,3,35,Political economy; Political science; Phrase; Face (sociological concept); Character (mathematics); Corporate governance; Capitalism,,,,,https://research-information.bris.ac.uk/ws/files/156484682/Paddy_Ireland_From_Lonrho_to_BHS_3_1_.pdf https://www.tandfonline.com/doi/abs/10.1080/09615768.2018.1475846 https://research-information.bristol.ac.uk/en/publications/from-lonrho-to-bhs(062c551b-bfd8-49c7-b4a2-c29b9dd07621).html https://research-information.bris.ac.uk/en/publications/from-lonrho-to-bhs(062c551b-bfd8-49c7-b4a2-c29b9dd07621).html https://research-information.bris.ac.uk/en/publications/from-lonrho-to-bhs-the-changing-character-of-corporate-governance https://core.ac.uk/download/158371573.pdf,http://dx.doi.org/10.1080/09615768.2018.1475846,,10.1080/09615768.2018.1475846,2809503000,,0,,3,true,,green
035-951-395-688-851,"Acting Out of Compassion, Egoism, and Malice: A Schopenhauerian View on the Moral Worth of CSR and Diversity Management Practices",2015-03-14,2015,journal article,Journal of Business Ethics,01674544; 15730697,Springer Science and Business Media LLC,Netherlands,Thomas Köllen,"In both their external and internal communications, organizations tend to present diversity management (DM) approaches and corporate social responsibility initiatives as a kind of morally ‘good’ organizational practice. With regard to the treatment of employees, both concepts largely assume equality to be an indicator (as well as a goal) of organizational ‘goodness’, e.g. in terms of equal treatment, or affording equal opportunities. Additionally, research on this issue predominantly refers to prescriptive and imperative moralities that address the initiatives themselves, and values them morally. Schopenhauer opposes these moralities by conceptualizing morality as exclusively being based on the incentives of acting instead of the actions themselves. He identifies egoism, compassion, and malice as the sole incentives for every human action, whereby only those actions solely motivated by compassion can be ascribed genuine moral worth. In this context, this article shows that from a Schopenhauerian perspective, CSR and DM initiatives only have a genuine moral worth in so far as the individuals who have initiated or supported their implementation were exclusively motivated by compassion. Stressing the narrative of a business case, if utilized as a facade for true compassion that attaches economic legitimacy to these initiatives, does not necessarily harm their moral worth. The approach and the findings developed in this paper contribute to the discourse on the ethical behavior of organizations, as well as to the discourse on CSR and DM.",138,2,215,229,Business ethics; Ethical egoism; Corporate social responsibility; Sociology; Morality; Harm; Compassion; Malice; Context (language use); Public relations; Environmental ethics,,,,,https://link.springer.com/article/10.1007/s10551-015-2599-z https://philpapers.org/rec/KLLAOO https://rd.springer.com/article/10.1007/s10551-015-2599-z https://boris.unibe.ch/111722/ https://dialnet.unirioja.es/servlet/articulo?codigo=5995285 https://core.ac.uk/download/212365083.pdf,http://dx.doi.org/10.1007/s10551-015-2599-z,,10.1007/s10551-015-2599-z,2006099351,,0,000-347-652-049-006; 002-091-019-465-510; 002-553-758-865-204; 002-845-305-643-89X; 002-940-170-365-276; 004-295-980-481-889; 004-319-514-102-873; 004-978-105-621-049; 005-455-365-616-717; 006-080-230-736-840; 011-238-485-971-461; 012-146-957-358-680; 013-795-186-318-82X; 015-539-676-904-311; 016-382-905-461-125; 017-066-730-062-203; 017-147-261-575-907; 017-722-013-337-190; 018-551-722-982-531; 018-830-802-503-897; 020-127-948-138-105; 021-933-253-414-84X; 028-281-161-144-241; 028-298-115-858-367; 028-397-989-939-612; 029-226-764-625-137; 029-400-966-200-605; 030-968-298-376-441; 031-035-035-824-224; 031-505-615-393-727; 033-445-837-262-66X; 033-809-094-258-823; 034-910-904-386-740; 035-160-225-740-038; 035-556-471-787-086; 036-066-869-222-792; 036-412-868-663-165; 036-541-493-120-711; 037-479-522-981-871; 037-519-669-885-204; 038-905-562-362-691; 039-370-436-052-682; 039-575-601-163-984; 039-711-596-881-941; 039-936-634-003-38X; 041-379-114-077-716; 042-063-118-553-690; 042-898-180-936-241; 046-603-927-038-39X; 047-460-128-505-546; 049-780-868-796-903; 050-549-489-228-58X; 050-888-947-664-669; 050-999-834-322-533; 052-116-125-173-88X; 055-152-654-090-964; 056-767-280-212-476; 060-552-272-970-820; 061-102-101-511-863; 066-082-990-559-117; 066-661-732-693-555; 067-703-578-244-063; 067-728-075-424-506; 069-213-219-133-856; 069-621-572-180-592; 072-011-635-572-05X; 072-429-528-645-207; 080-613-474-290-657; 081-652-464-574-152; 086-331-039-503-446; 087-575-053-011-656; 087-610-526-054-623; 088-919-850-566-219; 089-358-442-747-474; 090-169-623-330-478; 091-225-052-471-428; 092-670-267-278-168; 093-206-391-594-755; 099-085-870-469-302; 106-945-111-978-260; 109-201-880-770-074; 112-565-796-968-753; 114-229-125-717-195; 118-354-522-870-183; 129-322-868-603-149; 135-851-904-891-135; 136-759-220-277-024; 138-909-757-185-115; 139-101-567-335-455; 139-641-412-398-758; 143-560-764-970-877; 150-521-168-338-578; 150-855-021-395-930; 152-130-306-177-931; 153-720-865-381-409; 153-758-887-592-286; 154-827-739-848-588; 159-592-129-993-014; 164-263-278-319-289; 170-999-854-405-353; 174-176-293-179-736; 183-825-973-458-88X; 197-014-457-380-771; 197-604-243-423-123,22,true,,green
036-936-203-602-664,Beyond the Shareholder Corporation: Alternative Business Forms and the Contestation of Markets,2018-02-09,2018,journal article,Journal of Law and Society,0263323x,Wiley,United Kingdom,Nina Boeger,"This article considers various, established and emerging, alternative business forms that differ categorically from the traditional corporation in terms of their governance, objectives, and/or ownership structures, including mission‐led businesses, social enterprises, cooperatives, and co‐owned firms. Notwithstanding their considerable diversity, the underpinning pattern of these alternatives points towards a stakeholder model of corporate governance that commits the firm to generating value by maximizing the positive impact on its (internal and external) stakeholders while limiting negative impacts, with trade‐offs carefully balanced against each other. Through these commitments, the firm internalizes a process of democratic contestation: a procedure to mediate the different interests of these market actors is incorporated directly into the structure of the firm, through procedural mechanisms embedded within its internal constitution.",45,1,10,28,Shareholder; Business; Stakeholder theory; Constitution; Value (ethics); Corporation; Diversity (business); Corporate governance; Industrial organization; Democracy,,,,,https://research-information.bristol.ac.uk/en/publications/beyond-the-shareholder-corporation(3088c35f-c75a-497c-92a8-797f7a414a1f).html https://research-information.bris.ac.uk/en/publications/beyond-the-shareholder-corporation-alternative-business-forms-and https://papers.ssrn.com/sol3/papers.cfm?abstract_id=3121466 https://onlinelibrary.wiley.com/doi/full/10.1111/jols.12076 https://core.ac.uk/download/145645094.pdf,http://dx.doi.org/10.1111/jols.12076,,10.1111/jols.12076,2790417934,,0,,5,true,,green
037-636-343-819-381,“It’s Like Hating Puppies!” Employee Disengagement and Corporate Social Responsibility,2018-01-24,2018,journal article,Journal of Business Ethics,01674544; 15730697,Springer Science and Business Media LLC,Netherlands,Kelsy Hejjas; Graham Miller; Caroline Scarles,"Corporate social responsibility (CSR) has been linked with numerous organizational advantages, including recruitment, retention, productivity, and morale, which relate specifically to employees. However, despite specific benefits of CSR relating to employees and their importance as a stakeholder group, it is noteworthy that a lack of attention has been paid to the individual level of analysis with CSR primarily being studied at the organizational level. Both research and practice of CSR have largely treated the individual organization as a “black box,” failing to account for individual differences amongst employees and the resulting variations in antecedents to CSR engagement or disengagement. This is further exacerbated by the tendency in stakeholder theory to homogenize priorities within a single stakeholder group. In response, utilizing case study data drawn from three multinational tourism and hospitality organizations, combined with extensive interview data collected from CSR leaders, industry professionals, engaged, and disengaged employees, this exploratory research produces a finer-grained understanding of employees as a stakeholder group, identifying a number of opportunities and barriers for individual employee engagement in CSR interventions. This research proposes that employees are situated along a spectrum of engagement from actively engaged to actively disengaged. While there are some common drivers of engagement across the entire spectrum of employees, differences also exist depending on the degree to which employees, rather than senior management, support corporate responsibility within their organizations. Key antecedents to CSR engagement that vary depending on employees’ existing level of broader engagement include organizational culture, CSR intervention design, employee CSR perceptions, and the observed benefits of participation.",157,2,319,337,Business ethics; Corporate social responsibility; Business; Stakeholder theory; Disengagement theory; Senior management; Public relations; Organizational culture; Exploratory research; Employee engagement,,,,,https://dialnet.unirioja.es/servlet/articulo?codigo=7376356 https://philpapers.org/rec/HEJILH https://link.springer.com/article/10.1007/s10551-018-3791-8 https://link.springer.com/content/pdf/10.1007%2Fs10551-018-3791-8.pdf https://paperity.org/p/86079231/its-like-hating-puppies-employee-disengagement-and-corporate-social-responsibility https://surrey.eprints-hosting.org/845903/ https://epubs.surrey.ac.uk/845903/ https://researchonline.ljmu.ac.uk/id/eprint/11237/ https://link.springer.com/article/10.1007/s10551-018-3791-8/fulltext.html https://ideas.repec.org/a/kap/jbuset/v157y2019i2d10.1007_s10551-018-3791-8.html https://core.ac.uk/download/pdf/227452627.pdf,http://dx.doi.org/10.1007/s10551-018-3791-8,,10.1007/s10551-018-3791-8,2785092304,,0,001-007-689-677-749; 002-929-446-634-493; 003-769-210-214-042; 003-787-936-281-155; 005-202-209-962-954; 006-090-192-301-932; 006-292-752-730-694; 006-300-849-811-770; 007-242-210-373-451; 007-559-426-125-110; 007-825-475-069-003; 009-024-987-910-508; 009-627-096-122-615; 009-980-637-097-123; 010-672-839-864-424; 010-857-660-436-279; 011-007-865-267-136; 011-490-568-815-514; 011-829-603-506-558; 012-827-515-545-28X; 013-295-669-430-583; 013-796-317-992-537; 014-694-031-720-391; 016-337-560-462-858; 017-147-261-575-907; 017-167-454-912-226; 017-546-238-485-194; 018-902-292-177-293; 019-606-017-354-734; 021-059-054-375-51X; 021-469-923-114-111; 021-839-054-649-987; 022-824-597-814-568; 023-444-021-150-49X; 027-563-518-776-292; 028-821-191-808-859; 030-351-867-629-34X; 032-528-367-537-207; 032-587-781-576-199; 033-444-164-146-415; 033-445-837-262-66X; 033-714-575-052-373; 034-090-272-075-213; 034-694-858-815-546; 036-289-903-245-161; 036-896-088-404-676; 042-574-215-632-862; 043-005-206-942-689; 043-176-395-958-175; 045-212-135-052-199; 047-460-128-505-546; 047-733-823-784-314; 047-947-380-430-878; 049-067-185-344-517; 050-571-840-584-970; 051-030-542-888-807; 051-579-452-365-859; 051-760-532-521-694; 052-042-505-597-896; 055-700-093-523-874; 056-803-918-029-466; 057-032-724-281-341; 057-085-896-728-874; 057-515-729-759-283; 057-833-225-867-778; 061-032-025-769-668; 061-244-638-705-338; 063-582-002-576-213; 064-289-496-475-810; 065-285-489-729-438; 066-495-639-068-164; 067-709-496-111-272; 067-736-898-510-464; 068-612-216-755-002; 068-715-824-881-688; 070-525-988-846-955; 071-752-134-349-230; 072-730-746-170-775; 076-425-586-383-644; 077-146-417-849-137; 080-835-927-706-330; 085-535-333-733-398; 087-287-846-448-309; 088-541-703-373-976; 089-721-905-284-482; 090-222-134-208-05X; 096-581-408-999-868; 099-085-870-469-302; 099-766-355-075-046; 099-815-970-926-269; 102-955-338-903-443; 103-108-182-535-072; 106-118-398-325-013; 107-274-748-521-438; 109-397-770-760-948; 112-217-930-679-426; 113-324-360-012-442; 113-457-825-910-285; 115-101-543-905-598; 115-373-591-444-545; 117-919-969-887-685; 124-210-842-226-690; 125-311-949-520-557; 125-899-693-359-72X; 127-356-618-215-912; 128-519-086-015-927; 130-722-002-466-591; 131-417-616-648-555; 131-447-132-978-766; 137-876-051-826-65X; 139-069-236-744-230; 146-159-059-140-956; 148-997-649-165-614; 153-905-245-264-106; 154-641-722-398-597; 158-798-678-208-274; 159-452-444-252-73X; 159-891-534-830-980; 163-381-099-113-497; 175-607-432-794-690; 176-241-134-682-896; 178-024-221-305-759; 182-554-868-171-037; 190-401-010-474-400; 195-633-655-481-311,42,true,cc-by,hybrid
037-990-252-655-520,"Global production, CSR and human rights: the courts of public opinion and the social licence to operate",2015-03-17,2015,journal article,The International Journal of Human Rights,13642987; 1744053x,Informa UK Limited,United Kingdom,Sally Wheeler,"This article takes as its starting point the responsibility placed upon corporations by the United Nations’ (UN) Protect, Respect and Remedy Framework as elaborated upon by the Guiding Principles on Business and Human Rights to respect human rights. The overt pragmatism and knowledge of the complex business relationships that are embedded in global production led John Ruggie, the author of the framework, to adopt a structure for the relationship between human rights and business that built on the existing practices of corporate social responsibility (CSR). His intention was that these practices should be developed to embrace respect for human rights by exhorting corporations to move from ‘the era of declaratory CSR' to showing a demonstrable policy commitment to respect for human rights. The prime motivation for corporations to do this was, according to Ruggie, because the responsibility to respect was one that would be guarded and judged by the ‘courts of public opinion' as part of the social expectation...",19,6,757,778,Public opinion; Corporate social responsibility; Pragmatism; Human rights; Political science; Law; Production (economics); Guiding Principles; International human rights law,,,,,http://pure.qub.ac.uk/portal/files/13794715/Wheeler_Global_Production_CSR_and_Human_Rights_IJHR.pdf https://pure.qub.ac.uk/en/publications/global-production-csr-and-human-rights-the-courts-of-public-opini https://www.tandfonline.com/doi/full/10.1080/13642987.2015.1016712 https://pureadmin.qub.ac.uk/ws/files/13794715/Wheeler_Global_Production_CSR_and_Human_Rights_IJHR.pdf https://core.ac.uk/download/33583857.pdf,http://dx.doi.org/10.1080/13642987.2015.1016712,,10.1080/13642987.2015.1016712,1969171436,,0,,16,true,,green
038-431-556-874-197,Marking Their Own Homework: The Pragmatic and Moral Legitimacy of Industry Self-Regulation,2017-08-08,2017,journal article,Journal of Business Ethics,01674544; 15730697,Springer Science and Business Media LLC,Netherlands,Frances Bowen,"When is industry self-regulation (ISR) a legitimate form of governance? In principle, ISR can serve the interests of participating companies, regulators and other stakeholders. However, in practice, empirical evidence shows that ISR schemes often under-perform, leading to criticism that such schemes are tantamount to firms marking their own homework. In response, this paper explains how current management theory on ISR has failed to separate the pragmatic legitimacy of ISR based on self-interested calculations, from moral legitimacy based on normative approval. The paper traces three families of management theory on ISR and uses these to map the pragmatic and moral legitimacy of ISR schemes. It identifies tensions between the pragmatic and moral legitimacy of ISR schemes, which the current ISR literature does not address, and draws implications for the future theory and practice of ISR.",156,1,257,272,Business ethics; Corporate social responsibility; Empirical evidence; Political science; Industry self-regulation; Corporate governance; Public relations; Normative; Legitimacy; Criticism,,,,Economic and Social Research Council,https://econpapers.repec.org/RePEc:kap:jbuset:v:156:y:2019:i:1:d:10.1007_s10551-017-3635-y https://ueaeprints.uea.ac.uk/id/eprint/70621/ https://core.ac.uk/display/159076167 https://research-portal.uea.ac.uk/en/publications/marking-their-own-homework-the-pragmatic-and-moral-legitimacy-of- https://paperity.org/p/80733701/marking-their-own-homework-the-pragmatic-and-moral-legitimacy-of-industry-self-regulation https://ideas.repec.org/a/kap/jbuset/v156y2019i1d10.1007_s10551-017-3635-y.html https://qmro.qmul.ac.uk/xmlui/handle/123456789/25234 https://link.springer.com/content/pdf/10.1007/s10551-017-3635-y.pdf https://link.springer.com/article/10.1007/s10551-017-3635-y https://dialnet.unirioja.es/servlet/articulo?codigo=7374536 https://core.ac.uk/download/196595149.pdf,http://dx.doi.org/10.1007/s10551-017-3635-y,,10.1007/s10551-017-3635-y,2742395924,,0,000-480-638-915-118; 000-863-156-020-491; 007-939-690-189-695; 011-394-239-281-857; 011-922-159-185-36X; 014-666-402-862-471; 015-271-876-692-523; 016-411-180-460-079; 017-993-173-427-042; 019-302-123-828-259; 019-910-444-030-351; 019-976-954-119-42X; 020-095-892-424-941; 021-673-103-091-370; 022-512-643-506-628; 023-130-280-001-77X; 023-960-508-678-65X; 024-268-735-513-72X; 025-883-275-487-436; 027-625-335-553-863; 027-827-119-143-849; 028-862-330-365-236; 029-497-492-744-62X; 029-729-807-954-710; 030-393-816-803-956; 030-604-346-614-559; 031-685-218-411-910; 032-004-804-982-855; 032-796-113-665-744; 034-425-919-095-605; 034-457-221-414-72X; 034-904-170-193-120; 035-229-211-702-279; 035-556-471-787-086; 036-715-112-025-698; 037-332-899-218-896; 038-817-823-358-245; 039-331-501-483-162; 039-361-492-832-443; 039-746-919-671-229; 039-775-061-635-974; 042-461-000-886-629; 042-837-741-736-09X; 043-135-439-433-872; 045-080-721-867-92X; 045-382-274-154-381; 045-459-934-717-024; 046-360-563-204-348; 046-794-754-885-228; 047-387-941-983-745; 047-994-866-956-062; 048-186-907-850-100; 048-798-734-881-343; 050-189-143-668-071; 050-613-973-985-56X; 052-280-117-965-945; 052-802-334-885-429; 053-098-861-977-720; 055-212-937-914-128; 057-924-260-215-808; 060-741-735-392-223; 061-393-471-428-365; 064-025-246-891-927; 066-063-257-778-743; 068-949-723-529-636; 071-892-861-990-619; 080-464-229-293-196; 080-795-394-860-031; 081-704-848-250-810; 081-707-591-144-054; 082-092-448-990-096; 082-201-449-327-51X; 083-519-050-342-773; 083-532-857-270-885; 083-654-553-576-784; 083-778-377-219-423; 085-338-388-441-314; 085-856-771-600-680; 085-926-710-332-898; 089-020-774-090-124; 091-244-890-578-113; 091-336-357-638-147; 092-661-204-807-937; 092-827-090-598-07X; 095-794-906-592-238; 097-122-659-900-993; 099-003-643-206-623; 099-998-095-730-878; 101-198-779-571-50X; 104-185-973-082-618; 104-329-404-127-628; 105-613-091-019-769; 107-405-962-484-452; 108-906-622-825-144; 110-627-680-088-373; 113-535-697-545-463; 115-045-311-967-796; 115-482-499-323-938; 116-898-803-914-333; 120-538-033-746-542; 121-028-236-072-791; 122-826-476-397-504; 123-694-573-650-975; 124-420-441-396-125; 125-882-702-560-062; 126-673-597-681-887; 130-255-117-873-47X; 136-622-698-693-089; 141-830-594-015-950; 142-328-876-393-899; 143-100-717-670-110; 147-235-188-853-272; 147-564-534-651-030; 148-440-771-300-754; 151-243-149-745-169; 153-527-450-427-925; 154-215-560-559-981; 154-597-322-471-454; 162-983-593-368-040; 165-047-976-590-228; 171-268-156-655-037; 171-362-225-717-088; 175-650-049-775-984; 177-138-511-445-388; 178-628-496-923-596; 180-693-497-969-169; 182-292-289-414-076; 183-288-854-674-650; 184-688-811-992-850; 185-931-710-647-840; 190-211-621-604-879,21,true,cc-by,hybrid
039-061-203-784-859,Leveraging Zimbabwe's mineral endowment for economic transformation and human development,,2018,journal article,Resources Policy,03014207,Elsevier BV,United Kingdom,Bright Mutandwa; B. Genc,"Abstract For the past two decades, Zimbabwe has experienced a pervasive economic collapse. Most of the challenges were caused by policy inconsistencies, bad policy choices, economic mismanagement and political instability. This led to deindustrialization with a sharp decline in manufacturing and agriculture productivity and output, which consequently caused a sharp increase in unemployment and poverty. Although it is not fully developed, the mining industry in Zimbabwe presents an opportunity for economic stimulation that may lead to economic recovery, but requires broad-based economic reforms. This paper presents the findings of a review, and benchmarking of Zimbabwe's policies, which affect mining investment, inclusive economic growth and human development. The policies were benchmarked and compared to similar policies of Botswana, Namibia and South Africa using the Natural Resources Benchmarking Charter Framework. The outcomes of the review and benchmarking process were taken into consideration when coming up with policy suggestions that are meant to economically transform Zimbabwe, which at the same time brings sustained human development. The work reported in this paper is part of an MSc research study in the School of Mining Engineering at the University of the Witwatersrand.",58,,230,239,Economics; Poverty; Economic collapse; Economic recovery; Unemployment; Deindustrialization; Human development (humanity); Natural resource; Development economics; Benchmarking,,,,,https://ideas.repec.org/a/eee/jrpoli/v58y2018icp230-239.html https://www.sciencedirect.com/science/article/abs/pii/S0301420718300825 https://core.ac.uk/download/188772575.pdf,http://dx.doi.org/10.1016/j.resourpol.2018.05.009,,10.1016/j.resourpol.2018.05.009,2803867048,,0,004-704-038-061-88X; 005-178-489-445-080; 008-060-084-971-993; 011-100-882-444-858; 011-321-839-822-189; 012-284-150-871-809; 012-807-091-587-970; 021-332-206-122-314; 034-743-174-625-096; 037-017-245-727-552; 044-680-124-890-833; 046-027-827-438-57X; 047-143-247-999-746; 048-649-517-678-278; 054-157-641-906-553; 058-395-182-491-211; 063-780-155-607-022; 068-614-803-540-224; 076-373-435-833-335; 076-531-264-733-022; 076-957-727-276-541; 081-714-464-935-625; 088-768-953-443-566; 089-583-251-757-398; 092-516-975-829-578; 093-505-441-087-875; 097-131-855-105-860; 103-208-520-874-404; 107-879-806-972-969; 117-572-661-446-63X; 120-715-258-894-241; 132-937-419-931-453; 139-762-046-920-69X; 141-413-860-612-831; 149-811-162-849-369; 157-519-437-190-500; 175-266-837-728-63X; 178-739-034-361-180; 185-681-568-440-814,3,true,,
039-875-615-434-321,"Production goes global, compliance stays local: Private regulation in the global electronics industry",2015-08-05,2015,journal article,Regulation & Governance,17485983; 17485991,Wiley,United Kingdom,Greg Distelhorst; Richard M. Locke; Timea Pal; Hiram M. Samel,"Concerns about poor working conditions in global supply chains have led to private initiatives that seek to regulate labor practices in developing countries. But how effective are these regulatory programs? We investigate the effects of transnational private regulation by studying Hewlett Packard’s (HP) supplier responsibility program. Using analysis of factory audit records, interviews with buyer and supplier management, and field research at production facilities across seven countries, we find that national context — not repeated audits, capability building, or supply chain power — is the most important predictor of workplace compliance. We then use field research to identify two local institutions that complement transnational private regulation: domestic regulatory authorities and civil society organizations. Although these findings imply limits to private regulation in institutionally poor settings, they also highlight opportunities for productive linkages between transnational actors and local state and society.",9,3,224,242,Public economics; Supplier relationship management; Supply chain; Corporate social responsibility; Business; Audit; Globalization; Transnational governance; Context (language use); Industrial organization; Civil society,,,,MIT Sloan School of Management Dean's Innovation Fund,http://onlinelibrary.wiley.com/doi/10.1111/rego.12096/abstract https://ciencia.iscte-iul.pt/publications/production-goes-global-compliance-stays-local-private-regulation-in-the-global-electronics-industry/49855 https://onlinelibrary.wiley.com/doi/abs/10.1111/rego.12096 https://core.ac.uk/display/43786761 https://core.ac.uk/download/pdf/288288126.pdf,http://dx.doi.org/10.1111/rego.12096,,10.1111/rego.12096,2523912493,,0,003-074-749-455-105; 004-025-119-609-582; 014-838-559-881-628; 016-278-425-154-599; 018-308-479-462-260; 021-482-935-522-661; 025-519-814-600-039; 026-951-015-997-42X; 027-318-525-867-660; 027-846-681-577-808; 031-068-351-147-289; 031-717-907-774-059; 032-004-804-982-855; 039-902-277-537-192; 045-080-721-867-92X; 045-525-174-363-43X; 049-174-001-356-112; 052-110-348-265-67X; 055-587-797-070-381; 056-622-246-615-856; 056-719-963-932-388; 059-852-176-799-137; 060-426-310-640-586; 060-836-175-490-184; 062-970-834-475-528; 063-595-595-472-251; 065-841-543-865-145; 068-318-783-207-128; 074-729-567-731-64X; 076-396-973-863-269; 080-012-006-859-044; 080-795-394-860-031; 083-519-050-342-773; 085-425-460-387-267; 091-125-329-718-836; 098-200-063-319-601; 105-174-390-664-395; 105-925-876-234-744; 108-380-231-353-094; 115-792-014-713-991; 119-963-254-335-263; 126-919-237-990-704; 132-030-636-048-899; 132-516-767-291-469; 134-858-795-477-773; 147-322-630-333-495; 147-437-138-380-871; 147-564-534-651-030; 151-249-216-572-462; 152-812-115-625-031; 154-267-938-151-14X; 160-841-489-549-566; 166-729-229-490-607; 168-151-791-625-403; 172-319-849-222-115; 173-872-063-329-05X; 180-693-497-969-169; 181-757-988-137-005; 185-779-395-593-964; 191-632-210-117-699,144,true,,
040-211-521-277-63X,Does transnational private governance reduce or displace labor abuses? Addressing sorting dynamics across global supply chains,2017-08-31,2017,journal article,Regulation & Governance,17485983; 17485991,Wiley,United Kingdom,Mathias Koenig-Archibugi,"The attention of practitioners and scholars of private regulation of working conditions is focused on whether and how corporate buyers can help improve labor and safety standards in the factories that supply them by adopting codes of conduct, joining social certification schemes, participating in social audit processes, and financing safety improvements. In this Note, I argue that more attention should be paid to the possibility that private regulation schemes – whatever degree of compliance they achieve - mostly result in a displacement effect or sorting dynamic that leaves overall level of working conditions unchanged. The Note sketches a research agenda aimed at identifying the conditions under which a sorting dynamic can occur and at conceiving innovative private governance designs that could avoid it.",11,4,343,352,Public economics; Supply chain; Sorting; Corporate social responsibility; Dynamics (music); Economics; Safety standards; Social audit; Compliance (psychology); Certification,,,,,https://onlinelibrary.wiley.com/doi/10.1111/rego.12169 http://eprints.lse.ac.uk/83517/ https://ideas.repec.org/p/ehl/lserod/83517.html https://core.ac.uk/display/84147106 https://core.ac.uk/download/84147106.pdf,http://dx.doi.org/10.1111/rego.12169,,10.1111/rego.12169,2735146173,,0,001-587-102-000-311; 001-673-153-488-557; 002-137-527-565-068; 003-929-992-826-448; 005-839-368-694-094; 012-940-991-903-687; 013-770-683-855-668; 016-278-425-154-599; 016-712-529-083-317; 023-516-016-409-188; 024-088-049-648-327; 027-318-525-867-660; 027-846-681-577-808; 028-569-425-216-249; 032-343-297-800-899; 032-627-595-476-059; 035-097-089-092-988; 038-319-498-794-323; 039-121-764-836-665; 039-875-615-434-321; 043-953-814-281-511; 045-080-721-867-92X; 045-222-408-985-154; 049-693-000-757-453; 054-420-262-525-406; 054-772-957-254-867; 057-017-797-693-958; 063-009-650-932-907; 065-106-098-958-712; 065-232-654-797-567; 065-841-543-865-145; 068-535-354-339-342; 069-341-359-752-663; 076-396-973-863-269; 079-541-745-043-506; 082-101-314-721-60X; 082-373-312-369-197; 082-963-249-513-44X; 084-050-208-016-566; 094-232-382-421-399; 101-521-847-650-822; 102-520-290-014-897; 105-988-781-582-023; 119-932-554-530-405; 122-389-516-107-872; 126-919-237-990-704; 134-518-452-423-780; 134-932-331-018-205; 142-760-128-299-250; 148-430-875-402-772; 165-350-037-132-642; 181-757-988-137-005,5,true,,green
040-807-879-625-835,Hybrid Production Regimes and Labor Agency in Transnational Private Governance,2019-05-08,2019,journal article,Journal of Business Ethics,01674544; 15730697,Springer Science and Business Media LLC,Netherlands,Jean-Christophe Graz; Nicole Helmerich; Cécile Prébandier,"Little consensus exists about the effectiveness of transnational private governance in domains such as labor, the environment, or human rights. The paper builds on recent scholarship on labor standards to emphasize the role of labor agency in transnational private governance. It argues that the relationship between transnational private regulatory initiatives and labor agency depends on three competences: first, the ability of workers’ organizations to gain access to processes of employment regulation, implementation, and monitoring; second, their ability to insist on the inclusion of employers and state agencies within such processes; and third, the ability of workers to effectively exercise leverage in pursuit of particular goals. The paper develops a framework, called hybrid production regime, for examining how workers’ capacity to act at the local level depends on how these three collective competences are addressed in the institutionalization of capital–labor relations between the transnational and national levels.",162,2,307,321,Business ethics; Agency (sociology); Political economy; Corporate social responsibility; Business; Institutionalisation; Human rights; Leverage (negotiation); Scholarship; International political economy,,,,Schweizerischer Nationalfonds zur Förderung der Wissenschaftlichen Forschung,https://serval.unil.ch/resource/serval:BIB_25302B7312DA.P002/REF.pdf https://dialnet.unirioja.es/servlet/articulo?codigo=7382464 https://ideas.repec.org/a/kap/jbuset/v162y2020i2d10.1007_s10551-019-04172-1.html https://link.springer.com/article/10.1007/s10551-019-04172-1 https://serval.unil.ch/en/notice/serval:BIB_25302B7312DA https://philpapers.org/rec/GRAHPR https://core.ac.uk/download/211022631.pdf,http://dx.doi.org/10.1007/s10551-019-04172-1,,10.1007/s10551-019-04172-1,2943893980,,0,000-766-858-119-272; 001-673-153-488-557; 003-955-173-373-392; 007-555-751-632-601; 008-653-569-826-114; 010-570-580-602-38X; 012-234-129-503-977; 012-553-599-284-017; 013-411-020-708-38X; 013-825-396-788-306; 014-398-871-834-256; 015-771-989-870-542; 016-278-425-154-599; 018-819-660-071-277; 019-119-093-892-536; 020-298-279-216-706; 022-215-006-492-963; 023-661-613-168-651; 026-971-328-591-955; 027-318-525-867-660; 028-642-431-099-358; 028-992-789-777-504; 032-343-297-800-899; 033-103-910-581-342; 034-044-535-165-425; 034-131-008-561-376; 035-052-657-690-566; 040-866-923-787-111; 044-145-787-994-081; 044-600-981-847-749; 044-685-761-781-421; 045-080-721-867-92X; 045-803-833-296-056; 045-823-183-517-176; 048-897-279-663-750; 050-330-282-708-600; 051-463-334-078-336; 053-019-189-811-651; 053-780-580-743-911; 056-622-246-615-856; 057-947-006-060-531; 062-219-640-672-602; 063-009-650-932-907; 063-158-380-111-381; 063-576-270-102-435; 063-890-066-029-010; 064-961-667-733-97X; 065-150-401-851-570; 065-211-981-481-487; 066-063-257-778-743; 068-239-400-947-335; 068-659-415-891-718; 069-280-264-531-116; 071-930-247-072-185; 071-965-254-860-657; 073-127-686-488-318; 073-414-737-002-245; 074-235-458-254-792; 075-858-504-695-028; 076-267-570-644-183; 076-396-973-863-269; 077-311-144-250-028; 079-412-058-304-048; 080-665-877-144-245; 080-679-077-759-572; 082-051-873-502-312; 083-519-050-342-773; 083-833-013-840-859; 084-001-465-924-433; 087-250-769-197-489; 089-535-732-850-351; 090-325-694-948-146; 090-574-167-565-124; 092-294-386-424-168; 095-615-514-385-022; 097-644-833-344-936; 098-596-335-805-448; 099-971-565-450-302; 101-988-957-409-203; 102-520-290-014-897; 103-770-921-912-262; 104-057-504-438-849; 105-174-390-664-395; 110-889-521-330-249; 116-993-685-633-543; 118-804-975-571-261; 121-607-819-347-714; 126-919-237-990-704; 127-373-716-532-73X; 128-493-186-982-057; 130-780-141-912-796; 131-057-877-810-606; 132-475-750-457-815; 132-882-855-647-111; 134-577-542-376-869; 136-367-683-270-440; 142-568-714-619-245; 145-541-510-074-166; 155-849-634-946-361; 156-974-827-357-941; 165-973-073-413-258; 166-490-708-586-356; 172-319-849-222-115; 174-015-530-654-899; 178-435-673-373-126; 178-459-811-585-896; 194-918-298-646-212; 199-555-392-336-175,10,true,,green
041-251-151-621-773,The Frontstage and Backstage of Corporate Sustainability Reporting: Evidence from the Arctic National Wildlife Refuge Bill,2016-11-29,2016,journal article,Journal of Business Ethics,01674544; 15730697,Springer Science and Business Media LLC,Netherlands,Charles H. Cho; Matias Laine; Robin W. Roberts; Michelle Rodrigue,"While proponents of sustainability reporting believe in its potential to help corporations be accountable and transparent about their social and environmental impacts, there has been growing criticism asserting that such reporting schemes are utilized primarily as impression management tools. Drawing on Goffman’s (The presentation of self in everyday life, Doubleday, New York, 1959) self-presentation theory and its frontstage/backstage analogy, we contrast the frontstage sustainability discourse of a sample of large U.S. oil and gas firms to their backstage corporate political activities in the context of the passage of the American-Made Energy and Good Jobs Act, also known as the Arctic National Wildlife Refuge (ANWR) Bill. The ANWR Bill was designed to allow oil exploration within the most sensitive environmental areas in the Refuge and this bill was vigorously debated in the United States Congress in 2005 and 2006. Our results suggest that the firms’ sustainability discourse on environmental stewardship and responsibility contrasts sharply with their less visible but proactive political strategies targeted to facilitate the passage of the ANWR Bill. This study thus contributes to the social and environmental accounting and accountability literature by highlighting the relevance of Goffman’s frontstage/backstage analogy in uncovering and documenting further the deceptive nature of the discourse contained in stand-alone sustainability reports. In addition, it seeks to contribute to the overall understanding of the multifaceted nature of sustainability reporting by placing it in relation to corporate political activities.",152,3,865,886,Business ethics; Sociology; Environmental accounting; Corporate sustainability; Wildlife refuge; Sustainability reporting; Environmental stewardship; Public administration; Public relations; Impression management; Sustainability,,,,Fonds Québécois de la Recherche sur la Société et la Culture (FQRSC); Social Sciences and Humanities Research Council of Canada (SSHRC); ESSEC Research Centre (CERESSEC); Université Laval’s Programme de soutien à la recherche de la Faculté des sciences de l’administration and the École de comptabilité,https://econpapers.repec.org/RePEc:kap:jbuset:v:152:y:2018:i:3:d:10.1007_s10551-016-3375-4 https://link.springer.com/article/10.1007/s10551-016-3375-4 https://philpapers.org/rec/CHOTFA-5 https://trepo.tuni.fi/handle/10024/119497 https://ideas.repec.org/a/kap/jbuset/v152y2018i3d10.1007_s10551-016-3375-4.html https://dialnet.unirioja.es/servlet/articulo?codigo=7370503 https://core.ac.uk/download/287374099.pdf,http://dx.doi.org/10.1007/s10551-016-3375-4,,10.1007/s10551-016-3375-4,2558156434,,0,000-417-146-642-641; 001-150-927-247-894; 001-366-978-773-213; 002-734-490-392-401; 002-758-333-375-065; 002-800-351-395-955; 003-276-274-566-121; 004-291-206-805-997; 004-832-940-336-813; 006-704-160-234-011; 007-060-573-480-97X; 007-965-953-722-965; 008-568-541-949-263; 009-605-918-874-537; 010-107-773-203-305; 012-649-553-927-351; 012-805-278-438-570; 013-123-920-434-103; 013-415-933-630-538; 013-553-162-029-44X; 013-588-524-640-669; 014-255-721-870-130; 019-571-135-747-339; 022-028-202-292-383; 022-994-259-654-866; 023-418-387-108-262; 024-119-480-369-252; 025-883-275-487-436; 026-249-910-065-223; 026-310-682-855-767; 026-967-082-297-868; 026-995-242-424-810; 028-627-470-145-788; 029-341-139-119-072; 031-870-603-450-232; 032-781-938-520-513; 034-890-582-455-989; 035-704-145-131-817; 038-053-485-620-521; 038-112-818-207-725; 040-076-055-473-190; 040-974-956-449-002; 043-310-537-609-152; 044-744-708-857-594; 046-173-817-142-906; 046-527-514-515-336; 049-030-542-806-224; 050-224-897-299-824; 050-759-442-873-704; 052-269-721-530-107; 052-562-966-973-742; 052-901-780-672-742; 053-769-473-632-821; 053-926-650-387-342; 054-168-603-600-274; 054-578-520-377-646; 056-294-025-828-41X; 057-341-249-459-727; 058-704-179-299-946; 059-323-527-433-097; 061-677-725-529-209; 063-633-288-353-222; 064-210-875-741-125; 068-111-511-102-551; 069-533-155-665-652; 070-831-370-295-149; 070-990-972-558-266; 071-472-556-807-012; 072-087-175-214-622; 073-069-997-260-203; 078-108-465-963-590; 079-836-474-273-905; 081-506-298-150-93X; 081-646-563-717-920; 082-171-985-858-889; 083-917-883-004-297; 085-138-666-150-298; 085-397-159-879-021; 085-793-498-440-691; 087-163-441-720-621; 087-467-718-585-251; 090-905-186-535-012; 092-247-213-128-836; 096-875-838-615-143; 101-903-378-658-429; 104-952-265-971-486; 104-962-473-624-445; 106-599-441-076-21X; 112-592-963-748-242; 120-645-030-685-928; 123-352-883-261-940; 127-507-846-923-73X; 128-015-331-394-782; 133-568-034-604-06X; 136-248-158-989-113; 137-278-583-024-367; 142-800-614-906-574; 144-610-477-316-994; 146-748-620-567-927; 148-939-200-964-269; 149-338-071-140-812; 152-680-480-889-500; 160-761-967-563-873; 166-076-645-092-477; 167-259-753-417-468; 173-804-389-980-841; 174-471-746-238-834; 175-377-869-449-952; 184-571-608-355-507; 189-021-014-892-802,55,true,,green
042-455-823-231-884,How Important is the Name in Predicting False Recognition for Lookalike Brands,,2017,journal article,"Psychology, Public Policy, and Law",19391528; 10768971,American Psychological Association (APA),United States,Michael S. Humphreys; Kimberley A. McFarlane; Jennifer S. Burt; Sarah Kelly; Kimberlee G. Weatherall; Robert Burrell,"An underexploited role for psychology in trademark law is the testing of explicit or implicit judicial assumptions about consumer behavior. In this article we examine an assumption that is common across Commonwealth countries, namely, that similar packaging is unlikely to cause consumer confusion provided the brand names are dissimilar. We began by selecting branded products commonly found in supermarkets. For each existing brand we created 2 novel (fictitious) brands with highly similar packaging to the existing brand. One of these ""lookalike"" products had a similar name, the other a dissimilar name. Across 2 yes/no and 1 forced-choice experiments using photographs of the real and fictitious products we looked at false recognition rates. Contrary to the judicial assumption participants largely ignored the brand names when making their decisions based on memory. It was only when the pictures of the products were placed side-by-side (in the forced-choice task) that they paid the brand name any significant attention.",23,3,381,395,Advertising; Word recognition; Psychology; Marketing; Brand equity; Consumer behaviour; Consumer choice; Trademark; False memory; Consumer confusion; Brand management,,,,Australian Research Council; Australian Government; IP Australia,https://findanexpert.unimelb.edu.au/scholarlywork/1239582-how-important-is-the-name-in-predicting-false-recognition-for-lookalike-brands%3F https://espace.library.uq.edu.au/view/UQ:678843 https://core.ac.uk/display/83941581 https://eprints.whiterose.ac.uk/116655/ http://doi.apa.org/getdoi.cfm?doi=10.1037/law0000133 https://core.ac.uk/download/83941581.pdf,http://dx.doi.org/10.1037/law0000133,,10.1037/law0000133,2736584141,,0,001-727-708-820-404; 002-949-490-243-594; 003-443-413-509-668; 006-405-724-771-374; 009-158-321-671-188; 011-994-480-098-812; 013-331-505-668-726; 016-642-746-249-933; 018-067-714-961-920; 022-193-060-511-999; 024-623-882-254-24X; 025-640-854-205-361; 027-257-314-681-552; 027-419-805-895-482; 028-181-776-903-066; 032-979-572-685-682; 033-883-014-252-444; 040-998-768-247-864; 041-704-796-378-271; 052-286-473-796-102; 056-269-129-311-533; 065-975-530-838-475; 068-687-463-258-210; 075-014-114-789-221; 075-597-877-139-89X; 077-623-539-157-218; 079-809-153-839-53X; 109-043-984-589-519; 122-841-208-065-04X; 147-200-067-879-150; 159-037-812-705-299; 163-535-161-793-956,0,true,,green
043-367-674-521-621,UNCTAD’s World Investment Reports 1991–2015: 25 Years of Narratives Justifying and Balancing Foreign Investor Rights,2018-02-21,2018,journal article,The Journal of World Investment & Trade,16607112; 22119000,Brill,,Nicolás M. Perrone,"This article examines an influential narrative of foreign investor rights and the international investment regime. It draws on twenty-five of the World Investment Reports (WIRs) issued by the United Nations Conference on Trade and Development (1991–2015). It argues that the justifications provided by these reports have contributed to shaping a global commodity conception of property. These WIRs describe foreign investor rights following a narrative of wealth maximisation by transnational corporations (TNCs), and focus on a TNC-assisted restructuring of host states and local communities. Since the mid-2000s, these reports have balanced this narrative because of the increasing consensus that international investment treaties unduly constrain regulatory space. Ultimately, however, this article shows that the recent WIRs promote an approach to public regulation that is not inconsistent with a global commodity conception of property.",19,1,7,40,International trade; Multinational corporation; Economics; Narrative; Investment (macroeconomics); Trade and development; Commodity; Foreign direct investment; Restructuring; International law,,,,,http://dro.dur.ac.uk/22975/ https://dro.dur.ac.uk/22975/ https://core.ac.uk/display/111365334 https://researchers.unab.cl/es/publications/unctads-world-investment-reports-19912015-25-years-of-narratives- https://brill.com/view/journals/jwit/19/1/article-p7_7.xml?language=en https://core.ac.uk/download/pdf/111365334.pdf,http://dx.doi.org/10.1163/22119000-12340070,,10.1163/22119000-12340070,2757786936,,0,,3,true,cc0,green
044-555-089-567-121,Seriously Personal: The Reasons that Motivate Entrepreneurs to Address Climate Change,2017-07-13,2017,journal article,Journal of Business Ethics,01674544; 15730697,Springer Science and Business Media LLC,Netherlands,Katharina Kaesehage; Michael Leyshon; George Ferns; Catherine Leyshon,"Scholars increasingly argue that entrepreneurs and their small- and medium-sized enterprises should play a central role in reducing the rate and magnitude of climate change. However, evidence suggests that while some entrepreneurs recognize their crucial role in addressing climate change, most do not. Why some entrepreneurs nevertheless concern themselves with climate change has largely been overlooked. Some initial work in this area tentatively suggests that these entrepreneurs may engage with climate change because of their personal values, which either focus on financial or socio-ecological reasons, or a combination of both. Yet, it is unclear if all for-profit entrepreneurs engage with climate change for the same reasons, or if indeed their motivations vary across business types. Over a period of four years, we examined entrepreneurs’ motivations to engage with climate change through a variety of qualitative research methods. Our findings illustrate how entrepreneurs who address climate change have motivations specific to their business activity/industry and level of maturity. In each instance, we link these motivations to distinct conceptualizations of time and place. We contend that, through a more differentiated understanding of entrepreneurial motivations, policy-makers can draft climate change-related policies tailored to entrepreneurial needs. Policies could both increase the number of entrepreneurs who already engage in climate change mitigation and leverage the impact of those entrepreneurs already mitigating climate change.",157,4,1091,1109,Sense of place; Business ethics; Climate change; Variety (cybernetics); Business; Marketing; Political economy of climate change; Maturity (finance); Public relations; Climate change mitigation; Low-carbon economy,,,,European Social Fund,https://dialnet.unirioja.es/servlet/articulo?codigo=7376792 https://www.research.ed.ac.uk/en/publications/seriously-personal-the-reasons-that-motivate-entrepreneurs-to-add https://ideas.repec.org/a/kap/jbuset/v157y2019i4d10.1007_s10551-017-3624-1.html https://www.research.ed.ac.uk/portal/files/39912740/KaesehageEtalJBE2017SeriouslyPersonal.pdf https://core.ac.uk/display/97019335 https://orca.cardiff.ac.uk/105640/ https://ore.exeter.ac.uk/repository/handle/10871/28715 https://link.springer.com/article/10.1007/s10551-017-3624-1 https://philpapers.org/rec/KAESPT https://www.pure.ed.ac.uk/ws/files/39912740/KaesehageEtalJBE2017SeriouslyPersonal.pdf https://orca.cf.ac.uk/id/eprint/105640 https://link.springer.com/content/pdf/10.1007/s10551-017-3624-1.pdf https://core.ac.uk/download/97019335.pdf,http://dx.doi.org/10.1007/s10551-017-3624-1,,10.1007/s10551-017-3624-1,2736039474,,0,002-844-956-224-58X; 002-888-714-873-784; 003-142-897-777-837; 004-758-454-701-35X; 007-008-137-869-403; 007-541-518-914-920; 008-432-267-002-719; 012-576-087-215-538; 012-723-709-022-94X; 012-753-211-387-156; 012-834-458-269-615; 015-182-217-673-244; 016-647-879-582-53X; 016-774-201-383-07X; 020-142-599-206-442; 021-298-315-059-362; 022-587-101-717-697; 022-774-738-500-720; 024-508-725-949-730; 025-294-086-277-792; 026-661-138-688-410; 028-135-913-615-566; 029-078-192-978-399; 031-004-219-313-339; 031-141-593-411-693; 032-766-671-840-212; 033-045-346-682-19X; 033-141-385-121-651; 035-187-818-193-455; 036-289-903-245-161; 038-064-425-541-868; 039-635-841-219-838; 040-710-377-896-255; 041-715-704-290-584; 043-496-386-798-985; 044-443-443-689-564; 045-754-631-412-145; 046-383-349-891-281; 048-088-831-684-740; 055-342-937-070-645; 059-655-057-518-352; 060-407-323-578-140; 061-163-954-775-560; 061-510-057-330-979; 061-525-245-752-505; 061-564-266-876-744; 062-795-867-549-217; 064-925-042-983-743; 065-508-295-517-264; 067-168-262-541-641; 067-458-359-436-990; 068-723-586-395-405; 069-497-872-046-744; 075-141-321-259-890; 079-877-967-594-740; 081-748-145-033-988; 083-236-408-170-719; 085-870-997-177-134; 087-024-501-211-344; 093-195-829-732-024; 095-341-759-134-488; 096-076-313-191-009; 100-524-294-113-871; 101-485-474-346-194; 107-326-608-566-265; 110-006-392-419-72X; 114-723-237-376-480; 115-922-623-993-880; 119-452-275-097-888; 120-460-749-973-76X; 123-567-277-649-96X; 126-328-895-575-612; 140-735-350-110-861; 144-175-351-865-871; 150-756-983-846-92X; 151-706-405-032-300; 155-202-413-249-901; 160-313-339-268-962; 165-407-200-296-685; 167-479-879-035-689; 180-995-580-446-178; 185-539-571-547-316; 186-664-445-494-099,20,true,cc-by,hybrid
044-686-753-444-18X,To do well by doing good: improving corporate image through cause-related marketing,2011-12-07,2011,journal article,Journal of Business Ethics,01674544; 15730697,Springer Science and Business Media LLC,Netherlands,Joëlle Vanhamme; Adam Lindgreen; Jon Reast; Nathalie van Popering,"As part of their corporate social responsibility, many organizations practice cause-related marketing, in which organizations donate to a chosen cause with every consumer purchase. The extant literature has identified the importance of the fit between the organization and the nature of the cause in influencing corporate image, as well as the influence of a connection between the cause and consumer preferences on brand attitudes and brand choice. However, prior research has not addressed which cause composition most appeals to consumers or the impact of cause choice on corporate image. A between-subjects field experiment in the Netherlands examines the influence of three core cause attributes—cause type, cause scope, and cause acuteness—on consumers’ perceptions of corporate image. Furthermore, this experiment examines the extent to which consumer identification with the cause mediates the influence of the cause attributes on corporate image. The findings indicate that identification with the cause leads to more positive evaluations of marketing campaigns for cause type and cause scope. Also, however, our results uncover a negative direct relationship between cause scope and corporate image. Cause acuteness is only marginally influential in corporate image perceptions. By proposing and testing a comprehensive model of the influence of cause attributes on corporate image in cause-related marketing, this article provides important implications and suggests avenues for further research.",109,3,259,274,Business ethics; Corporate branding; Corporate social responsibility; Economics; Marketing; Extant taxon; Perception; Scope (project management); Composition (language); Identification (information),,,,,https://link.springer.com/article/10.1007/s10551-011-1134-0/fulltext.html https://bradscholars.brad.ac.uk/handle/10454/6223 https://eprints.lincoln.ac.uk/9261/ https://link.springer.com/content/pdf/10.1007%2Fs10551-011-1134-0.pdf https://EconPapers.repec.org/RePEc:kap:jbuset:v:109:y:2012:i:3:p:259-274 https://dialnet.unirioja.es/servlet/articulo?codigo=3997919 https://research.cbs.dk/da/publications/to-do-well-by-doing-good-improving-corporate-image-through-cause- https://link.springer.com/content/pdf/10.1007%2Fs10551-011-1134-0 https://eprints.lincoln.ac.uk/9261/7/vanhamme_doing%20good_JBE2012.pdf https://orca.cardiff.ac.uk/22132/ https://philpapers.org/rec/VANTDW-2 https://rd.springer.com/article/10.1007%2Fs10551-011-1134-0 https://core.ac.uk/display/20665643 https://ideas.repec.org/a/kap/jbuset/v109y2012i3p259-274.html http://orca.cf.ac.uk/22132/ https://core.ac.uk/download/17353805.pdf,http://dx.doi.org/10.1007/s10551-011-1134-0,,10.1007/s10551-011-1134-0,2028136731,,0,000-359-831-311-32X; 000-560-347-627-052; 002-969-643-840-41X; 003-029-965-909-949; 003-207-966-123-728; 006-843-027-882-001; 007-485-504-465-112; 007-898-350-109-582; 009-575-398-666-624; 010-857-660-436-279; 013-331-505-668-726; 013-795-186-318-82X; 014-092-563-907-466; 014-708-478-133-649; 015-042-069-242-412; 016-267-845-594-95X; 019-451-653-561-319; 023-493-801-211-987; 024-595-471-607-981; 025-775-796-251-244; 029-095-766-719-551; 029-586-259-881-227; 030-628-629-788-520; 032-226-726-401-253; 033-408-327-441-585; 033-445-837-262-66X; 036-076-362-396-223; 037-842-491-015-18X; 041-977-847-341-115; 043-311-050-192-708; 043-605-651-281-566; 045-549-857-532-091; 047-307-748-236-518; 047-460-128-505-546; 047-821-652-169-367; 050-285-784-482-20X; 053-235-285-847-415; 055-956-695-010-514; 056-745-448-836-198; 057-898-407-859-899; 064-301-753-805-630; 064-682-467-305-522; 065-521-345-163-596; 067-715-519-706-692; 068-979-324-967-425; 074-176-668-531-703; 076-257-361-054-778; 076-273-485-445-316; 081-332-069-654-651; 081-579-693-159-480; 089-082-133-926-124; 091-358-319-295-224; 093-593-687-451-086; 094-308-341-507-012; 094-620-439-196-263; 098-782-713-711-860; 099-916-703-342-632; 102-530-343-656-439; 103-665-203-960-521; 103-707-379-981-118; 103-920-581-159-278; 104-300-769-847-549; 108-890-126-050-163; 112-086-245-979-159; 114-240-865-218-030; 117-274-976-629-160; 117-404-452-177-864; 117-411-009-806-721; 123-288-713-270-656; 124-685-425-901-009; 126-853-500-745-273; 128-197-551-414-351; 128-671-177-691-847; 131-180-572-109-097; 137-475-043-421-604; 139-119-876-531-586; 139-897-686-315-859; 144-413-186-327-404; 144-982-864-237-599; 150-117-236-497-745; 154-054-575-849-696; 156-208-441-443-940; 158-200-405-885-190; 159-592-129-993-014; 163-529-639-649-240; 171-258-238-143-933; 172-338-411-710-361,168,true,,green
045-254-987-848-512,Participative leadership and organizational identification in SMEs in the MENA Region: testing the roles of CSR perceptions and pride in membership,2017-05-16,2017,journal article,Journal of Business Ethics,01674544; 15730697,Springer Science and Business Media LLC,Netherlands,Sophie Lythreatis; Ahmed Mostafa; Xiaojun Wang,"The aim of this research is to explore the process linking participative leadership to organizational identification. The study examines the relationship between participative leadership and internal CSR perceptions of employees and also investigates the role that pride in membership plays in the affiliation of CSR perceptions with organizational identification. By studying these relationships, the paper aspires to contemplate new presumed mediators in the association of participative leadership with organizational identification as well as determine a possible novel antecedent of employee CSR perceptions. Empirical evidence is provided from data that was collected through a survey distributed to employees working for small- and medium-sized enterprises in three countries in the Middle East and North Africa regions, particularly the United Arab Emirates, Lebanon, and Tunisia. Findings show that participative leadership leads to positive internal CSR perceptions of employees and that these CSR perceptions lead to pride in membership which, in turn, results in organizational identification. Implications of these findings are also discussed.",156,3,635,650,Business ethics; Corporate social responsibility; Empirical evidence; Political science; Perception; Organizational identification; Pride; North africa; Middle East; Public relations,,,,,https://core.ac.uk/display/82896860 https://dialnet.unirioja.es/servlet/articulo?codigo=7375722 http://wrap.warwick.ac.uk/88172/ https://research-information.bris.ac.uk/ws/files/110695647/JBE_SCR_Participative_Leadership.pdf https://philpapers.org/rec/LYTPLA https://research-information.bris.ac.uk/en/publications/participative-leadership-and-organizational-identification-in-smes-in-the-mena-region(5c3e8368-6c9d-4e56-92c1-84fb2955ba85).html https://eprints.whiterose.ac.uk/144124/ https://research-information.bris.ac.uk/en/publications/participative-leadership-and-organizational-identification-in-sme https://research-information.bristol.ac.uk/en/publications/participative-leadership-and-organizational-identification-in-smes-in-the-mena-region(5c3e8368-6c9d-4e56-92c1-84fb2955ba85).html https://ideas.repec.org/a/kap/jbuset/v156y2019i3d10.1007_s10551-017-3557-8.html https://link.springer.com/article/10.1007/s10551-017-3557-8 https://core.ac.uk/download/199224868.pdf,http://dx.doi.org/10.1007/s10551-017-3557-8,,10.1007/s10551-017-3557-8,2612762216,,0,000-392-903-875-891; 002-866-200-801-989; 003-958-644-635-998; 004-570-739-348-604; 005-068-856-158-765; 005-134-997-795-39X; 005-142-830-695-354; 006-880-103-099-91X; 007-595-067-982-257; 009-302-414-267-022; 010-854-534-444-434; 010-944-094-143-396; 011-645-336-376-667; 012-009-888-566-783; 012-776-805-086-977; 012-948-165-402-369; 013-250-533-880-180; 013-796-317-992-537; 014-602-011-287-948; 016-276-109-581-231; 016-297-404-077-84X; 016-708-740-262-482; 016-774-201-383-07X; 018-497-506-505-007; 019-387-803-539-27X; 019-423-339-638-754; 019-700-724-671-924; 020-442-621-050-507; 022-444-917-874-697; 022-509-785-910-67X; 023-691-959-066-529; 024-115-867-513-759; 024-286-942-608-026; 025-924-380-506-14X; 026-442-796-868-552; 027-069-249-997-543; 028-630-675-730-048; 029-854-000-404-374; 030-088-956-813-733; 031-510-879-450-883; 031-966-097-698-353; 032-329-740-496-238; 032-528-367-537-207; 033-171-354-077-456; 033-853-083-829-30X; 037-898-896-222-817; 037-926-621-329-418; 038-811-611-181-997; 040-422-895-285-124; 040-567-478-753-182; 041-011-436-515-699; 042-185-021-085-865; 042-636-996-488-795; 043-605-651-281-566; 043-682-295-217-574; 044-557-610-853-006; 045-016-622-850-739; 045-104-013-245-680; 047-055-548-674-486; 048-152-119-080-111; 049-169-077-541-836; 052-042-505-597-896; 053-455-613-537-518; 053-801-686-095-414; 054-565-716-355-075; 055-127-219-449-931; 056-818-612-584-40X; 057-761-516-220-94X; 057-833-225-867-778; 058-035-600-566-054; 058-282-996-918-615; 059-359-807-395-632; 060-571-945-430-102; 061-331-488-401-843; 062-033-955-563-640; 063-339-794-733-319; 063-365-137-001-053; 064-337-792-484-854; 066-942-654-210-87X; 067-818-686-235-025; 067-945-242-728-795; 067-952-048-499-314; 069-126-655-805-537; 069-347-718-873-529; 070-024-463-729-742; 074-391-760-137-022; 075-324-055-146-069; 075-782-206-168-790; 076-334-983-849-141; 076-425-586-383-644; 077-930-616-453-628; 083-008-598-266-126; 087-533-217-184-209; 090-046-262-747-250; 090-223-631-483-241; 091-692-918-839-434; 093-864-433-666-302; 094-547-037-831-06X; 097-091-359-239-356; 098-811-565-177-327; 099-242-542-208-388; 099-780-841-823-282; 104-252-591-502-856; 104-905-649-240-488; 106-906-256-603-249; 107-583-835-501-258; 108-474-371-307-505; 108-491-606-407-813; 114-584-279-665-857; 115-373-591-444-545; 115-671-242-824-895; 116-953-447-460-185; 120-884-514-023-996; 120-922-676-458-188; 121-855-169-991-104; 123-594-593-128-393; 124-753-410-931-311; 125-894-267-538-829; 127-633-178-405-167; 128-065-378-770-779; 131-075-113-577-903; 131-417-616-648-555; 132-314-714-307-628; 133-809-135-889-070; 133-993-862-802-069; 134-354-192-961-102; 134-593-307-762-217; 136-454-765-203-984; 140-512-573-800-757; 148-997-649-165-614; 152-362-229-652-876; 156-353-543-206-832; 158-798-678-208-274; 159-592-129-993-014; 162-712-620-297-678; 163-529-639-649-240; 164-548-615-185-955; 172-587-735-480-918; 174-149-915-049-802; 175-860-603-488-030; 176-081-444-381-984; 179-286-899-946-791; 184-521-208-492-38X; 190-145-440-307-303,35,true,,green
045-892-758-119-11X,The Financial Crisis: A Reason to Improve Shareholder Protection in the EU?,2014-02-18,2014,journal article,Journal of Law and Society,0263323x,Wiley,United Kingdom,Jonathan Mukwiri; Mathias M. Siems,"The global financial crisis of 2008 has stimulated the debate on corporate governance and shareholder protection. The intuitive reason for the topicality of shareholder protection is that insolvencies mainly harm shareholders as the companies' residual claimants. In addition, ideally, shareholder empowerment may ensure better monitoring of management and therefore better-run companies preventing corporate failures and benefiting the economy as a whole. Yet, it is not self-evident that shareholder participation has such a positive effect. This article critically examines the discussion about the relationship between the financial crisis, shareholder protection, and law reform. We also develop a central position: while there may be a need to improve shareholder protection, we do not take the view that any increase in shareholder rights is the right way forward; rather, such reforms should aim to encourage shareholder engagement by responsible long-term investors.",41,1,51,72,Shareholder; Business; Position (finance); Empowerment; Law reform; Harm; Financial crisis; Market economy; Corporate governance,,,,,http://dro.dur.ac.uk/14232/ http://onlinelibrary.wiley.com/doi/10.1111/j.1467-6478.2014.00656.x/abstract https://dro.dur.ac.uk/14232/ https://core.ac.uk/download/pdf/42125315.pdf,http://dx.doi.org/10.1111/j.1467-6478.2014.00656.x,,10.1111/j.1467-6478.2014.00656.x,3121669742,,0,,7,true,,green
046-067-104-190-263,Regulating Corporate Directors’ Pay and Performance: A Comparative Review,,2017,journal article,African Journal of International and Comparative Law,09548890; 17551609,Edinburgh University Press,,Elimma C. Ezeani; Elizabeth Williams,"This article looks at the practice and reform with regard to directors’ pay and performance in Australia, the United Kingdom (UK) and Nigeria. It examines the use and impact of incentive plans, lon...",25,4,482,506,Accounting; Business; Corporate law; Compensation (psychology); Incentive; Corporate governance,,,,,https://rgu-repository.worktribe.com/preview/293407/EZEANI%202017%20Regulating%20corporate%20directors.pdf https://core.ac.uk/display/146499803 https://www.euppublishing.com/doi/full/10.3366/ajicl.2017.0208 https://rgu-repository.worktribe.com/output/247011/regulating-corporate-directors-pay-and-performance-a-comparative-review https://core.ac.uk/download/222838511.pdf,http://dx.doi.org/10.3366/ajicl.2017.0208,,10.3366/ajicl.2017.0208,2768235928,,0,,0,true,cc-by-nc,green
046-408-419-897-573,'Technologies of Reflexivity': Generating Biopolitics and Institutional Risk to Supplement Global Public Health Security,2017-12-06,2017,journal article,European Journal of Risk Regulation,1867299x; 21908249,Cambridge University Press (CUP),Germany,Mark Flear,"Critiques of global public health security (GPHS) and proposed solutions tend to overlook the potential of the individuals and groups that are subject to and governed by GPHS – “the governed” – to contribute their “on the ground” knowledge and experience to decision-making in order to improve regulatory responses. This article argues for the development of a more reflexive approach as a way of ensuring the epistemic integration of these knowledges with the scientific-technical knowledges that currently dominate decision-making processes. I identify human rights as the conceptual lens that is most likely to enable reflexivity by the governed and regulators, and understanding and communication between them. The governed can use perceived or actual breaches of human rights to articulate “on the ground” knowledges as institutional risks to reputation and standing and, in turn, threaten the production and legitimation of organisational identity, socio-political orders and projects of rule. The particular sensitivity of regulators to these risks could compel epistemic integration. This more reflexive approach to GPHS promises to improve the knowledge base, efficacy, accountability and legitimacy of decision-making at multiple levels: WHO, EU, national and “on the ground”.",8,4,658,685,Reflexivity; Human rights; Political science; Law and economics; Accountability; Legitimation; Knowledge base; Legitimacy; Reputation; Biopower,,,,,https://pureadmin.qub.ac.uk/ws/files/140029289/Technologies_of_Reflexivity_Resubmission_01092017_final.pdf https://www.cambridge.org/core/journals/european-journal-of-risk-regulation/article/technologies-of-reflexivity-generating-biopolitics-and-institutional-risk-to-supplement-global-public-health-security/7FE42BDB0E4BF47207D5C50B30831AEA https://pure.qub.ac.uk/en/publications/technologies-of-reflexivity-generating-biopolitics-and-institutio https://core.ac.uk/display/160106549 https://core.ac.uk/download/160106549.pdf,http://dx.doi.org/10.1017/err.2017.62,,10.1017/err.2017.62,2772066795,,0,000-493-435-742-467; 000-709-161-176-09X; 001-066-717-860-664; 001-106-626-448-897; 001-112-858-504-836; 001-624-721-460-616; 003-688-829-043-094; 004-060-434-679-517; 004-190-069-929-674; 005-017-792-204-16X; 005-767-848-571-165; 006-353-411-722-609; 007-787-455-776-646; 008-278-961-269-584; 008-295-684-458-911; 009-836-181-979-235; 009-868-671-651-140; 010-594-253-873-357; 011-278-319-427-803; 011-618-585-615-952; 012-504-617-026-29X; 012-525-407-351-783; 012-723-709-022-94X; 012-871-741-389-164; 013-213-293-986-169; 013-447-845-919-186; 013-529-002-515-668; 013-748-413-123-431; 014-102-205-315-344; 015-052-485-461-920; 015-177-345-344-959; 015-643-788-474-352; 016-172-521-261-516; 018-795-041-046-087; 019-876-178-577-47X; 020-586-835-069-230; 020-906-888-426-617; 021-056-006-226-807; 021-990-570-425-834; 023-007-346-174-558; 024-015-253-255-144; 024-507-935-423-548; 025-423-900-966-049; 027-431-473-405-388; 030-517-202-031-105; 032-099-395-616-110; 033-401-169-839-499; 034-943-117-283-196; 035-818-601-184-687; 035-834-793-390-652; 036-855-332-896-73X; 037-483-726-315-178; 038-071-591-064-53X; 039-318-000-420-191; 040-032-445-260-559; 042-272-906-438-037; 043-963-633-679-618; 044-340-410-237-498; 044-343-660-770-088; 045-079-500-787-83X; 045-870-136-062-369; 046-674-907-905-853; 049-245-569-191-897; 052-340-235-749-831; 053-831-909-704-238; 055-073-354-305-948; 055-294-194-391-179; 055-936-477-486-305; 058-515-816-386-32X; 059-342-972-626-456; 060-945-314-508-253; 061-068-961-525-687; 061-319-027-798-743; 061-773-089-082-951; 062-094-438-235-787; 064-617-774-897-950; 064-823-201-888-982; 065-468-002-042-530; 065-990-402-494-597; 068-929-376-939-885; 069-019-213-429-497; 070-098-498-835-061; 070-259-130-650-987; 070-798-612-541-065; 071-459-241-370-657; 072-541-211-429-688; 072-666-381-860-605; 075-129-083-536-095; 075-234-022-018-758; 075-958-834-058-863; 077-351-186-829-798; 078-717-187-086-05X; 079-090-431-160-291; 079-990-201-348-372; 080-202-037-844-328; 080-290-981-379-10X; 082-586-852-291-350; 084-225-848-579-588; 085-787-034-615-958; 086-692-021-389-570; 090-780-387-423-475; 091-082-878-029-200; 092-151-478-574-085; 092-498-084-600-933; 092-588-601-277-222; 093-001-815-468-631; 095-180-783-964-639; 098-071-458-595-493; 098-772-199-622-232; 098-792-332-996-734; 101-714-407-770-741; 105-640-424-208-570; 106-810-572-636-118; 109-636-408-588-685; 110-131-193-951-599; 111-100-227-308-513; 111-585-843-951-789; 112-557-116-740-799; 115-262-163-556-59X; 115-870-588-838-057; 116-381-688-847-54X; 119-521-351-973-322; 120-217-024-608-052; 120-411-165-024-260; 120-528-858-631-388; 120-791-681-916-465; 120-873-786-743-926; 121-014-195-940-865; 121-520-740-508-931; 121-980-091-686-355; 122-784-961-078-205; 125-846-111-592-494; 127-466-678-711-384; 129-822-844-201-357; 130-840-623-364-026; 132-599-727-652-326; 133-320-617-174-525; 134-073-195-006-994; 134-316-424-250-354; 134-863-813-784-408; 137-033-121-045-731; 138-472-928-360-549; 138-619-404-446-791; 138-652-450-980-009; 143-135-006-289-751; 143-645-763-678-199; 144-505-966-780-435; 145-461-207-390-705; 150-223-853-721-158; 151-731-714-353-313; 156-953-577-173-011; 158-801-240-791-383; 159-511-144-433-19X; 160-477-165-135-73X; 162-135-697-335-989; 162-876-028-832-572; 166-869-525-611-578; 171-062-625-079-594; 171-407-576-192-830; 175-511-128-844-781; 176-101-646-719-440; 178-687-005-951-817; 178-993-884-731-444; 180-024-978-536-374; 180-226-937-787-623; 180-864-930-572-335; 181-833-582-578-486; 182-587-333-934-318; 185-664-429-221-481; 186-266-585-063-692; 189-622-979-618-002; 190-711-511-990-503; 192-676-431-967-399; 197-361-557-486-086; 197-744-086-487-362; 198-793-296-563-252,2,true,,green
047-307-748-236-518,Corporate Social Responsibility: An Empirical Investigation of U.S. Organizations,2008-04-10,2008,journal article,Journal of Business Ethics,01674544; 15730697,Springer Science and Business Media LLC,Netherlands,Adam Lindgreen; Valérie Swaen; Wesley J. Johnston,"Organizations that believe they should “give something back” to the society have embraced the concept of corporate social responsibility (CSR). Although the theoretical underpinnings of CSR have been frequently debated, empirical studies often involve only limited aspects, implying that theory may not be congruent with actual practices and may impede understanding and further development of CSR. The authors investigate actual CSR practices related to five different stakeholder groups, develop an instrument to measure those CSR practices, and apply it to a survey of 401 U.S. organizations. Four different clusters of organizations emerge, depending on the CSR practice focus. The distinctive features of each cluster relate to organizational demographics, perceived influence of stakeholders, managers’ perceptions of the influence of CSR on performance, and organizational performance.",85,2,303,323,Business ethics; Empirical research; Corporate social responsibility; Sociology; Organizational performance; Stakeholder; Perception; Quality of Life Research; Demographics; Public relations,,,,,https://research.cbs.dk/en/publications/corporate-social-responsibility-an-empirical-investigation-of-us- https://orca.cf.ac.uk/17995/1/Article%2056.pdf https://econpapers.repec.org/article/kapjbuset/v_3a85_3ay_3a2009_3ai_3a2_3ap_3a303-323.htm https://dialnet.unirioja.es/servlet/articulo?codigo=2947777 https://api.philpapers.org/rec/LINCSR-3 https://orca.cardiff.ac.uk/17995/ https://ideas.repec.org/a/kap/jbuset/v85y2009i2p303-323.html https://link.springer.com/article/10.1007%2Fs10551-008-9738-8 https://philpapers.org/rec/LINCSR-3 https://rd.springer.com/content/pdf/10.1007%2Fs10551-008-9738-8.pdf https://hal.archives-ouvertes.fr/hal-00575825 https://dial.uclouvain.be/pr/boreal/object/boreal:18166 https://www.jstor.org/stable/40294843 https://core.ac.uk/download/8808782.pdf,http://dx.doi.org/10.1007/s10551-008-9738-8,,10.1007/s10551-008-9738-8,1985993601,,0,002-969-643-840-41X; 003-160-865-925-064; 004-279-190-559-581; 004-449-732-636-369; 007-622-898-589-828; 009-292-371-162-047; 014-455-741-938-215; 015-524-518-484-161; 017-267-904-335-429; 019-291-956-485-704; 019-448-189-721-552; 019-806-548-132-918; 025-657-141-127-333; 028-038-707-972-613; 029-980-105-050-733; 031-846-044-582-764; 033-025-753-354-072; 033-493-903-952-009; 034-039-522-812-359; 034-194-450-286-555; 034-293-460-649-050; 034-884-431-260-18X; 035-485-649-808-871; 038-031-045-790-861; 039-467-933-939-795; 040-746-333-940-917; 041-212-635-529-576; 042-167-701-193-692; 042-775-919-788-049; 043-605-651-281-566; 050-187-110-687-218; 051-875-265-995-253; 052-764-550-033-576; 055-127-219-449-931; 055-773-672-952-080; 056-118-291-753-542; 061-032-025-769-668; 061-829-988-617-171; 063-926-751-372-775; 064-095-315-326-037; 066-400-343-948-766; 067-211-499-657-897; 067-948-732-472-781; 073-190-170-054-289; 076-395-334-656-12X; 078-508-124-861-548; 081-514-605-802-53X; 082-815-961-326-23X; 085-816-476-932-432; 088-919-850-566-219; 092-235-131-089-660; 094-301-400-757-352; 103-003-603-281-779; 103-705-771-764-928; 108-890-126-050-163; 112-565-796-968-753; 118-013-216-581-193; 118-332-373-904-628; 118-553-852-913-985; 122-460-980-517-794; 126-169-065-725-508; 126-852-179-161-874; 126-996-801-028-145; 127-356-618-215-912; 131-180-572-109-097; 134-594-905-933-842; 139-101-567-335-455; 146-245-161-776-695; 148-234-739-533-112; 151-737-772-776-418; 154-176-777-872-486; 156-208-441-443-940; 156-353-543-206-832; 156-490-548-664-729; 159-592-129-993-014; 161-860-020-577-869; 163-529-639-649-240; 175-594-459-298-873; 184-645-827-882-648; 185-050-475-065-604; 190-490-824-612-507; 192-389-272-784-584,292,true,,green
048-552-749-863-877,NUEVAS PERSPECTIVAS DE LA GOBERNANZA PRIVADA: UN ANÁLISIS DESDE LAS PRÁCTICAS DE RESPONSABILIDAD SOCIAL Y AMBIENTAL DE LAS EMPRESAS EN COLOMBIA,2016-07-05,2016,journal article,Revista Republicana,19094450; 22565027,Corporacion Universitaria Republicana,,Cristina Crespo Soler; José Obdulio Curvelo Hassán; Vicente Ripoll Feli,"Las apuestas en materia de responsabilidad social y ambiental en Colombiahan generado una nueva perspectiva para gobernanza privada en materia desostenibilidad. Para comprender este fenomeno se analizan las memorias desostenibilidad, los estados financieros e informes de gestion, de un caso exitosode sostenibilidad en Colombia, con la pretension de logra valorar si dichaspoliticas constituyen un potencial instrumento politico para avanzar en unaregulacion estatal en dicha materia, o si bien se limitan solamente a una estrategia de gestion con repercusiones en la imagen corporativa y en el desempeno financiero de las empresas reportantes. Tras inferir las hipotesis de la investigacion se concluye que la realizacion de reportes de sostenibilidad en Colombia, es una practica reciente, muy a pesar de existir un marco normativo erigido por la constitucion de 1991 en materia ambiental y de responsabilidad social empresarial, lo que conlleva a firmar que su significancia actual obedece a apuestas de innovacion social y a una nueva forma de gobernanza privada,como respuestas a las dinamicas economicas y las apuestas politicas del pais.  DOIhttp://dx.doi.org/10.21017/Rev.Repub.2016.v21.a18",21,21,201,214,,,,,,http://roderic.uv.es/handle/10550/59306 https://core.ac.uk/download/84749934.pdf,http://dx.doi.org/10.21017/rev.repub.2016.v21.a18,,10.21017/rev.repub.2016.v21.a18,2590335567,,0,,1,true,cc-by,gold
049-039-074-617-764,Large-Scale Land Acquisitions in Cambodia: Where Do (Human Rights) Law and Practice Meet?,2015-10-01,2015,journal article,Revue internationale de politique de développement,16639383; 16639391,OpenEdition,,Ioana Cismas; Patricia Paramita,"Being anchored in the broader policy debate on the effectiveness of international human rights standards on the ground, this chapter inquires whether human rights carry any relevance in the Cambodian landscape of contestation of large-scale land acquisitions (LSLAs) and long-term leases. The chapter first establishes that substantive and procedural obligations relevant to LSLAs result from Cambodia’s ratification of human rights treaties. It then examines whether and to what extent this normative framework informs the acts and actions of the government in relation to land transactions, and the strategies employed by affected communities. The study relies on legal analysis to unearth tensions between processes set in motion by land laws and shortcomings in their implementation in terms of transparency and participation, accountability and redress, and identification of vulnerable groups. It also draws on desk and field research in a rural and an urban area of Cambodia to examine the mobilisation strategies employed by the two communities affected by LSLA-related forced evictions; the focus is on processes of appropriation and adaptation of human rights by affected local communities, known as ‘vernacularization’. The chapter shows that the rural-urban spatiality, a constructed element, is of relevance in explaining the different configurations of social activism occurring in each setting and these configurations’ use of human rights. It finds that, contrary to similarly LSLA-affected rural citizens, urban dwellers made extensive use of human rights language and human rights mechanisms to challenge their forced evictions and also achieved a certain success. Furthermore, the chapter shows that deficient governmental practice, in particular in the area of information and access to justice may play a role in entertaining this divided spatiality, especially by incapacitating the vernacularization of human rights in rural settings.",6,6,249,272,Sociology; Human rights; Law; Empowerment; Redress; Ratification; Right to food; Property rights; International human rights law; Fundamental rights,,,,,https://brill.com/content/books/b9789004304758_011 https://journals.openedition.org/poldev/2051 https://dspace.stir.ac.uk/handle/1893/22311 https://core.ac.uk/display/42544421 https://booksandjournals.brillonline.com/content/books/b9789004304758_011 http://poldev.revues.org/2051 https://brill.com/view/book/edcoll/9789004304758/B9789004304758_011.xml https://core.ac.uk/download/42544421.pdf,http://dx.doi.org/10.4000/poldev.2051,,10.4000/poldev.2051,1912454646,,0,011-124-044-713-306; 012-798-426-926-662; 016-083-843-325-290; 023-019-862-121-485; 030-250-943-441-750; 038-050-731-328-582; 054-397-759-627-966; 067-442-365-128-867; 069-708-982-926-387; 076-874-636-690-145; 084-001-465-924-433; 092-335-924-284-325; 093-874-421-446-782; 114-108-952-911-353; 120-768-180-044-595; 124-605-078-016-44X; 134-785-885-283-02X; 142-033-709-235-609; 161-635-853-863-834; 163-235-554-533-173; 193-484-806-062-685,0,true,cc-by-nc,gold
049-107-961-389-800,Cyberstalking: investigating formal intervention and the role of Corporate Social Responsibility,,2017,journal article,Telematics and Informatics,07365853,Elsevier BV,Netherlands,Haider Al-Khateeb; Gregory Epiphaniou; Zhraa A. Alhaboby; Jim Barnes; Emma Short,"Abstract Context Online harassment and stalking have been identified with growing accordance as anti-social behaviours, potentially with extreme consequences including indirect or direct physical injury, emotional distress and/or financial loss. Objective As part of our ongoing work to research and establish better understanding of cyberstalking, this study aims to investigate the role of Police, Mobile Operators, Internet Service Providers (ISPs) and owners/administrators of online platforms (e.g. websites, chatrooms) in terms of intervention in response to offences. We ask to what different authorities do people report incidents of cyberstalking? Do these authorities provide satisfactory responses or interventions? And how can this be improved? Furthermore, we discuss the role of Corporate Social Responsibility (CSR) to encourage the implementation of cyberstalking-aware schemes by service providers to support victims. In addition, CSR can be used as a means to measure the effects of externality factor in dictating the relationship between the impact of a given individuals’ privacy loss and strategic decisions on investment to security controls in an organisational context. Method A mixed method design has been used in this study. Data collection took place by means of an online survey made available for three years to record both qualitative and quantitative data. Overall, 305 participants responded from which 274 identified themselves as victims of online harassment. Result Our results suggest that most offences were communicated through private channels such as emails and/or mobile texts/calls. A significant number of victims did not report this to their service provider because they did not know they could. While Police were recognised as the first-point-of-contact in such cases, 41.6% of our sample did not contact the Police due to reasons such as fear of escalation, guilt/sympathy and self-blaming. Experiences from those who have reported offences to service providers demonstrate that no or very little support was offered. Overall, the majority of participants shared the view that third-party intervention is required on their behalf in order to mitigate risks associated with cyberstalking. An independent specialist anti-stalking organisation was a popular choice to act on their behalf followed by the Police and network providers. Conclusion Incidents are taking place on channels owned and controlled by large, cross-border international companies providing mobile services, webmail and social networking. The lack of support offered to victims in many cases of cyberstalking can be identified as Corporate Social Irresponsibility (CSI). We anticipate that awareness should be raised as regarding service providers’ liability and social responsibility towards adopting better strategies.",34,4,339,349,Service provider; Corporate social responsibility; Business; Social responsibility; Psychological intervention; Liability; Cyberstalking; Stalking; Context (language use); Public relations,,,,,https://wlv.openrepository.com/handle/2436/621137 http://www.sciencedirect.com/science/article/pii/S073658531630140X https://www.sciencedirect.com/science/article/abs/pii/S073658531630140X https://uobrep.openrepository.com/bitstream/10547/621944/2/H%20M%20al-Khateeb%20Cyberstalking%20-%20Investigating%20Formal%20Intervention%20and%20the%20Role%20of%20Corporate%20Social%20Responsibility.pdf https://core.ac.uk/display/151185583 https://wlv.openrepository.com/bitstream/2436/621137/1/Cyberstalking%20-%20Investigating%20Formal%20Intervention%20and%20the%20Role%20of%20Corporate%20Social%20Responsibility.pdf https://dblp.uni-trier.de/db/journals/tele/tele34.html#Al-KhateebEABS17 https://uobrep.openrepository.com/handle/10547/621944 https://core.ac.uk/download/77038085.pdf,http://dx.doi.org/10.1016/j.tele.2016.08.016,,10.1016/j.tele.2016.08.016,2512987138,,0,000-073-100-388-901; 000-691-540-311-156; 002-617-315-700-70X; 003-285-122-270-297; 004-492-159-890-113; 006-277-376-859-13X; 014-109-447-414-187; 016-915-448-580-24X; 019-682-171-989-089; 019-831-293-743-518; 023-065-190-780-396; 026-329-611-533-875; 027-016-798-439-879; 031-463-949-311-821; 033-582-767-347-81X; 033-936-354-822-999; 035-556-471-787-086; 041-702-856-336-534; 043-422-936-896-263; 044-507-852-591-912; 050-638-843-939-486; 050-719-724-797-555; 053-980-678-985-317; 055-127-219-449-931; 061-528-611-510-834; 062-709-489-231-792; 079-087-773-026-466; 086-718-283-906-745; 106-629-943-448-006; 109-830-359-964-996; 116-773-432-059-155; 118-225-123-337-495; 121-275-050-804-307; 130-603-700-876-211; 136-411-511-934-760; 153-736-667-980-060; 182-170-415-856-399; 182-362-748-984-627,22,true,cc-by-nc-nd,green
049-127-031-906-873,Animal Welfare Governance: GLOBALG.A.P. and the Search for External Legitimacy,2018-07-18,2018,journal article,Journal of Environmental Law,09528873; 1464374x,Oxford University Press (OUP),United Kingdom,Diane Ryland,"The private collective Integrated Farm Assurance (IFA) Livestock Standard of GLOBALG.A.P. poses regulatory challenges and opportunities This article explores the positive prospects of this Standard seeking the legitimacy to govern animal welfare from interested, and affected, stakeholders external to the organisation. It presents proposals to strengthen deliberative democracy and output-oriented legitimacy through participation and mutually reinforcing dialogue with stakeholders outside the business regime, notably the consumer and the State, so as to introduce a ‘values’ element into the Standard based upon, yet going beyond, a science base. The legitimacy gained through such deliberative discourse, would bolster GLOBALG.A.P.’s Livestock Standard with the potential further to enhance animal welfare in the global market for agricultural produce. Building upon accrued legitimacy, the introduction of a business to consumer (B2C) animal welfare label and the provision of information are proposed. The public promotion of the legitimised private collective standard in a soft-law hybrid memorandum of understanding is also advocated.",30,3,453,482,Consumer-to-business; Business; Animal Welfare (journal); Memorandum of understanding; Legislation; Deliberative democracy; Public administration; Corporate governance; Legitimacy; Promotion (rank),,,,,https://eprints.lincoln.ac.uk/29899/ https://academic.oup.com/jel/article/30/3/453/5055831 https://dialnet.unirioja.es/servlet/articulo?codigo=6678873 https://www.cabdirect.org/cabdirect/abstract/20193008233 https://core.ac.uk/download/141204469.pdf,http://dx.doi.org/10.1093/jel/eqy015,,10.1093/jel/eqy015,2809940559,,0,,0,true,,green
049-599-958-246-642,"Social Capital, Informal Governance, and Post-IPO Firm Performance: A Study of Chinese Entrepreneurial Firms",2014-10-16,2014,journal article,Journal of Business Ethics,01674544; 15730697,Springer Science and Business Media LLC,Netherlands,Jerry Cao; Yuan Ding; Hua Zhang,"Social capital can serve as informal governance in weak investor-protection regimes. Using hand-collected data on entrepreneurs’ political connections and firm ownership, we construct several original measures of social capital and examine their effect on the performance of entrepreneurial firms in China after their initial public offerings. Political connections or a high percentage of external investors tend to enhance firm performance, but intragroup related-party transactions commonly lead to performance decline. These forms of social capital have a strong influence on the performance of Chinese firms, whereas formal governance variables such as board size or board independence have little effect. Although social capital may serve as an informal governance mechanism and effectively substitute for formal governance mechanisms in an emerging market, this role of social capital raises several ethical concerns, notably the development of rent-seeking and crony capitalism.",134,4,529,551,Initial public offering; Economics; Social reproduction; Market economy; Social mobility; Corporate governance; Financial capital; Economic capital; Individual capital; Social capital; Economic system,,,,,https://ideas.repec.org/a/kap/jbuset/v134y2016i4d10.1007_s10551-014-2383-5.html https://philpapers.org/rec/CAOSCI https://link.springer.com/article/10.1007/s10551-014-2383-5 https://dialnet.unirioja.es/servlet/articulo?codigo=5993146 https://ink.library.smu.edu.sg/lkcsb_research/4347/ https://econpapers.repec.org/RePEc:kap:jbuset:v:134:y:2016:i:4:d:10.1007_s10551-014-2383-5 https://ink.library.smu.edu.sg/cgi/viewcontent.cgi?article=5346&context=lkcsb_research https://link.springer.com/article/10.1007/s10551-014-2383-5/fulltext.html https://core.ac.uk/download/111757678.pdf,http://dx.doi.org/10.1007/s10551-014-2383-5,,10.1007/s10551-014-2383-5,2163501670,,0,000-194-279-835-484; 000-880-843-937-335; 002-826-166-575-247; 004-041-493-457-769; 004-057-157-403-522; 004-130-251-802-288; 004-230-107-491-188; 004-527-405-706-631; 005-659-837-866-058; 008-470-201-313-685; 013-585-620-977-516; 014-873-176-449-33X; 015-131-102-951-638; 018-286-295-473-067; 019-273-180-611-427; 019-628-916-920-442; 021-429-244-812-982; 022-478-479-316-649; 022-995-309-690-49X; 023-533-047-017-536; 026-567-979-322-906; 027-339-723-966-830; 027-468-941-805-956; 029-577-362-972-253; 032-029-704-242-682; 032-438-247-629-87X; 032-642-976-590-491; 033-818-770-139-737; 035-051-823-297-424; 035-273-421-833-670; 036-159-702-886-637; 036-873-584-532-640; 036-963-264-602-856; 041-528-508-470-576; 041-821-625-423-202; 041-944-119-256-501; 042-040-075-932-321; 042-486-995-679-214; 043-806-610-336-736; 044-167-001-937-323; 045-875-214-089-974; 047-329-474-626-478; 049-472-346-722-881; 051-356-634-267-872; 051-589-789-921-346; 054-174-348-690-364; 054-273-418-615-794; 056-403-706-364-120; 056-499-921-069-596; 056-924-209-109-640; 057-328-426-692-540; 057-794-747-601-409; 058-642-108-207-396; 059-223-561-237-26X; 063-822-457-814-900; 063-955-251-924-062; 064-350-279-861-299; 064-391-639-889-473; 064-425-702-587-201; 065-448-277-246-278; 070-017-626-856-100; 071-131-782-624-470; 071-789-970-738-978; 074-632-649-212-99X; 077-749-668-690-872; 078-963-686-455-802; 079-046-488-470-241; 080-226-762-111-545; 081-017-778-263-338; 083-554-853-214-429; 085-109-384-701-255; 086-077-195-670-27X; 087-139-739-190-74X; 090-451-306-164-479; 092-088-453-084-144; 092-632-685-442-533; 097-474-679-651-348; 099-074-833-762-215; 100-761-834-178-254; 100-805-134-686-962; 101-325-123-755-655; 102-937-112-926-344; 104-379-366-221-327; 107-605-926-265-849; 110-407-781-197-224; 110-482-098-176-760; 111-584-163-438-493; 112-330-440-985-134; 113-856-615-845-727; 120-686-420-989-186; 126-137-430-862-978; 127-245-926-448-847; 127-408-717-438-937; 134-723-703-401-862; 134-836-876-116-489; 140-751-710-907-891; 141-111-920-243-166; 142-618-373-268-856; 142-903-964-684-643; 147-275-878-030-579; 148-690-223-294-885; 152-924-067-356-784; 153-462-604-630-762; 155-019-922-948-764; 164-528-302-890-831; 165-412-340-349-378; 171-534-985-100-45X; 195-069-031-319-59X,23,true,cc-by-nc-nd,green
049-956-380-893-570,"Uncovering the Transnational Networks, Organisational Techniques and State‐Corporate Ties Behind Grand Corruption: Building an Investigative Methodology",2017-11-14,2017,journal article,"International Journal for Crime, Justice and Social Democracy",22028005; 22027998,Queensland University of Technology,Australia,Kristian Lasslett,"While grand corruption is a major global governance challenge, researchers notably lack a systematic methodology for conducting qualitative research into its complex forms. To address this lacuna, the following article sets out and applies the corruption investigative framework (CIF), a methodology designed to generate a systematic, transferable approach for grand corruption research. Its utility will be demonstrated employing a case study that centres on an Australian-led megaproject being built in Papua New Guinea’s capital city, Port Moresby. Unlike conventional analyses of corruption in Papua New Guinea, which emphasise its local characteristics and patrimonial qualities, application of CIF uncovered new empirical layers that centre on transnational state-corporate power, the ambiguity of civil society, and the structural inequalities that marginalise resistance movements. The important theoretical consequences of the findings and underpinning methodology are explored.",6,4,29,54,Neoliberalism (international relations); Political science; Corruption; Global governance; Megaproject; State crime; Underpinning; Public administration; Social science; Civil society; Corporate crime,,,,,https://doaj.org/article/2a990f036c70412fb62f61fb0adf4072 https://pure.ulster.ac.uk/en/publications/uncovering-the-transnational-networks-organisational-techniques-a-2 https://www.crimejusticejournal.com/article/download/445/326 https://core.ac.uk/display/153663876 https://ulster-staging.pure.elsevier.com/en/publications/uncovering-the-transnational-networks-organisational-techniques-a-2 https://core.ac.uk/download/230570314.pdf,http://dx.doi.org/10.5204/ijcjsd.v6i4.445,,10.5204/ijcjsd.v6i4.445,2768339511,,0,020-655-879-740-141; 022-039-341-810-084; 033-580-611-548-966; 045-958-846-756-724; 060-173-101-729-83X; 095-090-383-417-020; 117-421-151-158-525; 142-978-168-595-478; 155-075-375-905-63X,2,true,cc-by,gold
051-572-377-164-165,The Political Law on Coal Mining in the Fulfilment of People's Welfare in Indonesia,2019-01-31,2019,journal article,Sriwijaya Law Review,25416464; 25415298,Universitas Sriwijaya,,Irsan Irsan; Meria Utama,"The main issue of this research is how the political law on coal mining to manifest the people's prosperity in Indonesia based on the sustainable development principle. Using normative research with interdisciplinary research approaches such as law and sociological approach, it gains some results: firstly, in the legal issue, Indonesian government should comply with the Article 33 of the 1945 Constitution, as an economic system aimed in realizing people's sovereignty in the economic field. Secondly, some regulations related to coal mining still have some loopholes. As a result, it needs evaluation in the field of legal structure to enforce the rule of law based on the communities’ existing values as the reflection of Pancasila and the 1945 Constitution. Thirdly, the control of the state in the coal utilization and a new balancing in national policy management based on the sustainable development are necessary where the objectives of coal exploitations in mining are not only to pursue economic gain but also to have equal responsibilities to the social and the environment",3,1,11,25,Coal mining; Business; Sovereignty; Law and economics; Constitution; State (polity); Prosperity; Rule of law; Political law; Sustainable development,,,,,http://journal.fh.unsri.ac.id/index.php/sriwijayalawreview/article/download/202/129 http://journal.fh.unsri.ac.id/index.php/sriwijayalawreview/article/view/202/129 https://core.ac.uk/download/pdf/230523624.pdf,http://dx.doi.org/10.28946/slrev.vol3.iss1.202.pp11-25,,10.28946/slrev.vol3.iss1.202.pp11-25,2914015802,,0,094-134-752-350-462,3,true,cc-by,gold
052-310-251-374-753,Corporate environmental responsibility and criminology,2009-12-05,2009,journal article,"Crime, Law and Social Change",09254994; 15730751,Springer Science and Business Media LLC,Netherlands,Lieselot Bisschop,"This article addresses corporate environmental responsibility (CER) and aims to present a criminological analysis of it. We studied the opinion of a number of principle actors involved in CER in Europe in order to determine how they perceive it in terms of its definition, aetiology and approaches. For each of these dimensions we relate back to a criminological framework to ascertain how it is positioned in the green criminological debate. We start out by providing information on what corporate environmental responsibility is and how it relates to corporate social responsibility and sustainable development. Then we outline the theoretical framework in accordance with the three central themes for the criminological analysis of CER: definition, aetiology and approaches. We also explain the method that was used (semi-structured interviews). Next, we present the results according to the same threefold structure. Finally we discuss these results in a last part, which is divided in two. First, we look at the challenges that the criminological perspective poses for CER in terms of definition, aetiology and approaches. The second part of the discussion turns the question around and wonders how CER could contribute to greening criminology.",53,4,349,364,Corporate social responsibility; Sociology; Structure (mathematical logic); Perspective (graphical); Environmental crime; Environmental criminology; Corporate crime; Sustainable development; Criminology; Green criminology,,,,,https://www.ssoar.info/ssoar/handle/document/20951 https://www.ssoar.info/ssoar/bitstream/document/20951/1/ssoar-clsc-2009-4-bisschop-corporate_environmental_responsibility_and_criminology.pdf https://biblio.ugent.be/publication/830858 https://link.springer.com/article/10.1007%2Fs10611-009-9227-8 https://www.ssoar.info/ssoar/bitstream/document/20951/1/ssoar-clsc-2009-4-bisschop-corporate_environmental_responsibility_and_criminology.pdf,http://dx.doi.org/10.1007/s10611-009-9227-8,,10.1007/s10611-009-9227-8,1998376684,,0,000-075-874-567-224; 001-680-926-792-100; 005-178-782-022-554; 007-126-130-774-177; 007-949-680-041-936; 011-771-679-842-110; 024-580-351-632-873; 026-755-467-053-093; 027-620-792-876-454; 030-401-587-715-801; 033-922-873-051-455; 037-444-528-921-466; 040-107-242-923-993; 041-235-277-740-639; 041-679-153-033-294; 050-474-371-151-413; 052-492-469-916-236; 054-023-214-188-75X; 059-848-840-258-100; 062-110-807-031-390; 064-091-717-837-982; 066-696-466-314-267; 075-885-222-862-16X; 079-272-663-978-161; 084-986-242-489-154; 086-983-973-602-658; 087-208-771-133-741; 088-541-703-373-976; 091-001-220-519-484; 094-379-006-222-907; 095-794-549-371-604; 108-156-236-180-034; 110-263-165-062-334; 114-295-195-932-11X; 114-394-200-476-088; 128-147-189-782-403; 148-118-570-864-38X; 152-243-513-260-472; 157-402-852-726-115; 169-803-975-441-307; 172-168-101-447-191; 175-206-764-691-447; 177-422-675-890-144; 179-388-884-405-332,13,true,,green
053-590-711-033-788,"Nationalised large-scale mining, trade unions and community representation: Perspectives from Northern Madagascar",,2014,journal article,Resources Policy,03014207,Elsevier BV,United Kingdom,Shirley M. Smith; Peter Dorward,"Abstract This article critically explores the nature and purpose of relationships and interdependencies between stakeholders in the context of a parastatal chromite mining company in the Betsiboka Region of Northern Madagascar. An examination of the institutional arrangements at the interface between the mining company and local communities identified power hierarchies and dependencies in the context of a dominant paternalistic environment. The interactions, inter alia, limited social cohesion and intensified the fragility and weakness of community representation, which was further influenced by ethnic hierarchies between the varied community groups; namely, indigenous communities and migrants to the area from different ethnic groups. Moreover, dependencies and nepotism, which may exist at all institutional levels, can create civil society stakeholder representatives who are unrepresentative of the society they are intended to represent. Similarly, a lack of horizontal and vertical trust and reciprocity inherent in Malagasy society engenders a culture of low expectations regarding transparency and accountability, which further catalyses a cycle of nepotism and elite rent-seeking behaviour. On the other hand, leaders retain power with minimal vertical delegation or decentralisation of authority among levels of government and limit opportunities to benefit the elite, perpetuating rent-seeking behaviour within the privileged minority. Within the union movement, pluralism and the associated politicisation of individual unions restrict solidarity, which impacts on the movement's capacity to act as a cohesive body of opinion and opposition. Nevertheless, the unions' drive to improve their social capital has increased expectations of transparency and accountability, resulting in demands for greater engagement in decision-making processes.",40,,31,41,Political economy; Economics; Stakeholder; Pluralism (political theory); Accountability; Good governance; Solidarity; Stakeholder engagement; Civil society; Social capital; Economic system,,,,,https://centaur.reading.ac.uk/35643/1/Nationalised%20Large-Scale%20Mining%20Smith%20Dorward.pdf https://core.ac.uk/display/347014 https://ideas.repec.org/a/eee/jrpoli/v40y2014icp31-41.html https://www.sciencedirect.com/science/article/pii/S0301420713001189 https://EconPapers.repec.org/RePEc:eee:jrpoli:v:40:y:2014:i:c:p:31-41 https://centaur.reading.ac.uk/35643/ https://core.ac.uk/download/347014.pdf,http://dx.doi.org/10.1016/j.resourpol.2013.11.006,,10.1016/j.resourpol.2013.11.006,1964254797,,0,001-011-992-386-663; 017-995-721-228-319; 028-941-235-229-32X; 029-150-973-100-654; 031-763-859-882-297; 047-447-428-781-626; 054-516-472-650-068; 063-396-485-481-702; 064-252-108-570-64X; 067-676-275-876-978; 069-256-923-247-793; 074-042-512-424-916; 082-120-071-005-88X; 085-387-897-755-320; 097-180-911-512-155; 098-339-460-544-913; 099-724-357-320-927; 104-817-324-579-926; 124-403-672-908-728; 138-791-172-541-857; 144-313-060-578-242; 153-607-978-182-348; 165-251-711-427-570; 165-888-035-133-021,12,true,,green
054-578-520-377-646,Using Discourse to Restore Organisational Legitimacy: ‘CEO-speak’ After an Incident in a German Nuclear Power Plant,2011-10-15,2011,journal article,Journal of Business Ethics,01674544; 15730697,Springer Science and Business Media LLC,Netherlands,Annika Beelitz; Doris M. Merkl-Davies,"We analyse managerial discourse in corporate communication (‘CEO-speak’) during a 6-month period following a legitimacy-threatening event in the form of an incident in a German nuclear power plant. As discourses express specific stances expressed by a group of people who share particular beliefs and values, they constitute an important means of restoring organisational legitimacy when social rules and norms have been violated. Using an analytical framework based on legitimacy as a process of reciprocal sense-making and consisting of three levels of analysis which capture the relationship between text and context, we investigate the discourse used by CEOs in their initial and subsequent accounts of the incident. We find that CEOs aim to negotiate a resolution between their initial account and organisational audiences’ incongruent interpretations of the event by adopting an ad hoc normative attitude to stakeholders. This manifests itself in the strategic use of the discourse of stakeholder engagement as a means of signalling change, yet maintaining the status quo. It suggests that CEOs strategically use discourse to manufacture organisational audiences’ consent regarding the continued operation of the nuclear power plant affected by the incident. Our findings contribute to the critical corporate communication literature which regards corporate narrative reporting as a means of consolidating the private interests of corporations, rather than increasing transparency and accountability.",108,1,101,120,Business ethics; Sociology; Corporate communication; Context (language use); Transparency (behavior); Stakeholder engagement; Stakeholder management; Public relations; Legitimacy; Impression management,,,,,https://research.birmingham.ac.uk/en/publications/using-discourse-to-restore-organisational-legitimacy-ceo-speak-af https://research.bangor.ac.uk/portal/cy/researchoutputs/using-discourse-to-restore-organisational-legitimacy-ceospeak-after-an-incident-in-a-german-nuclear-power-plant(c500ed63-7675-4d90-916c-e5b06b08a01c).html https://rd.springer.com/article/10.1007/s10551-011-1065-9 https://philpapers.org/rec/BEEUDT https://research.bangor.ac.uk/portal/files/7137254/PDB1558-00.pdf https://link.springer.com/article/10.1007%2Fs10551-011-1065-9 https://dialnet.unirioja.es/servlet/articulo?codigo=3922588 https://core.ac.uk/download/pdf/228896265.pdf,http://dx.doi.org/10.1007/s10551-011-1065-9,,10.1007/s10551-011-1065-9,1973258282,,0,000-368-279-182-353; 001-150-927-247-894; 002-276-257-672-663; 002-800-351-395-955; 003-815-618-585-853; 004-770-908-825-27X; 011-905-859-679-411; 012-712-603-681-708; 012-805-278-438-570; 022-512-643-506-628; 023-249-951-775-206; 024-450-814-627-865; 025-041-256-644-503; 026-574-703-950-94X; 027-429-939-128-86X; 027-827-119-143-849; 031-810-802-195-073; 035-952-991-247-504; 036-018-967-090-600; 040-076-055-473-190; 040-774-508-965-891; 042-493-880-748-414; 044-029-241-335-844; 052-269-721-530-107; 052-802-334-885-429; 055-270-003-867-968; 060-554-175-151-988; 062-473-095-312-102; 073-395-628-481-354; 073-925-745-365-710; 078-162-179-268-535; 081-340-198-452-300; 090-406-037-700-073; 090-905-186-535-012; 092-247-213-128-836; 097-213-764-422-536; 099-330-681-133-048; 099-609-400-470-338; 100-309-587-714-839; 106-116-572-666-245; 108-362-843-620-270; 112-115-676-495-551; 115-482-499-323-938; 131-883-972-715-206; 135-609-834-334-951; 148-066-194-905-413; 151-185-833-447-608; 154-042-304-754-208; 156-102-699-524-03X; 164-986-217-754-665; 166-076-645-092-477; 176-253-731-383-171,110,true,,green
055-117-996-936-022,Identity Bias in Negative Word of Mouth Following Irresponsible Corporate Behavior: A Research Model and Moderating Effects,2016-03-09,2016,journal article,Journal of Business Ethics,01674544; 15730697,Springer Science and Business Media LLC,Netherlands,Paolo Antonetti; Stan Maklan,"Current research has documented how cases of irresponsible corporate behavior generate negative reactions from consumers and other stakeholders. Existing research, however, has not examined empirically whether the characteristics of the victims of corporate malfeasance contribute to shaping individual reactions. This study examines, through four experimental surveys, the role played by the national identity of the people affected on consumers’ intentions to spread negative word of mouth (WOM). It is shown that national identity influences individual reactions indirectly; mediated by perceived similarity and sympathy. Consumers perceive foreign victims as different from the self and this reduces the sympathy experienced towards them. Sympathy is an emotion that shapes consumer reactions and regulates WOM. The study identifies two moderating processes of this effect. Individuals who score high on collective narcissism are most likely to be strongly biased against foreign victims. In-group bias is also moderated by the perceived severity of the crisis. When a case is perceived as very serious, perceived similarity plays a less important role in generating sympathy because consumers focus on the perceived suffering of the victims. Hence, in-group bias is stronger in cases perceived as having minor consequences. The paper contributes to the literature on corporate social irresponsibility and offers implications for both scholars and managers.",149,4,1005,1023,Business ethics; Word of mouth; Corporate social responsibility; Psychology; Identity (social science); National identity; Collective narcissism; Sympathy; Social psychology; In-group favoritism,,,,,https://core.ac.uk/display/77039994 https://link.springer.com/article/10.1007/s10551-016-3095-9/fulltext.html https://link.springer.com/article/10.1007/s10551-016-3095-9 https://philpapers.org/rec/ANTIBI https://qmro.qmul.ac.uk/xmlui/bitstream/123456789/12167/2/Antonetti%20Identity%20Bias%20in%20Negative%20Word%20of%20Mouth%20Following%20Irresponsible%20Corporate%20Behavior%3a%20A%20Research%20Model%20and%20Moderating%20Effects%202016%20Accepted.pdf https://dspace.lib.cranfield.ac.uk/handle/1826/14848 https://dspace.lib.cranfield.ac.uk/bitstream/1826/14848/1/negative_word_of_mouth-2016.pdf https://dialnet.unirioja.es/servlet/articulo?codigo=7369237 https://ideas.repec.org/a/kap/jbuset/v149y2018i4d10.1007_s10551-016-3095-9.html https://core.ac.uk/download/77039994.pdf,http://dx.doi.org/10.1007/s10551-016-3095-9,,10.1007/s10551-016-3095-9,2295354459,,0,000-346-847-562-681; 000-642-371-615-886; 001-418-329-942-664; 001-481-540-975-324; 003-528-422-339-085; 004-686-790-950-080; 005-196-057-006-980; 005-759-164-025-18X; 007-288-866-254-117; 007-349-845-017-637; 008-354-302-850-457; 008-834-731-195-107; 009-024-987-910-508; 009-292-371-162-047; 009-318-142-634-939; 010-668-508-146-477; 010-854-534-444-434; 011-057-105-680-492; 012-924-434-358-321; 012-985-037-571-275; 013-481-779-088-087; 015-350-324-818-920; 015-619-071-441-705; 015-622-779-657-832; 015-858-612-703-260; 022-759-921-221-185; 022-800-903-499-353; 023-271-373-875-408; 023-678-852-660-919; 023-978-575-777-67X; 024-877-309-477-248; 030-992-090-156-546; 033-171-354-077-456; 033-415-306-637-365; 034-277-780-712-16X; 034-788-978-138-188; 035-036-721-966-820; 035-883-860-190-150; 035-998-841-251-667; 038-257-559-170-59X; 040-422-895-285-124; 041-266-828-209-433; 041-512-548-532-325; 043-150-459-835-698; 043-310-812-629-079; 045-106-780-785-820; 048-143-867-924-290; 048-842-076-223-490; 050-351-398-615-513; 050-391-750-851-010; 050-844-249-775-711; 051-552-239-824-876; 051-837-674-176-825; 052-732-006-324-023; 056-146-802-122-004; 057-024-083-740-260; 058-560-587-003-315; 060-280-221-095-046; 060-759-494-402-317; 064-682-467-305-522; 066-689-228-876-402; 067-832-999-299-928; 068-088-267-309-08X; 072-813-199-606-608; 073-901-153-703-118; 074-208-430-130-540; 075-597-685-387-67X; 076-961-339-149-155; 078-547-444-640-199; 080-033-811-353-92X; 082-035-297-371-974; 089-482-272-400-109; 092-195-878-561-157; 094-023-465-653-901; 095-639-455-565-088; 095-908-697-291-692; 098-605-994-524-086; 099-307-220-579-500; 100-255-234-861-461; 103-556-635-664-950; 106-348-500-867-630; 110-205-541-359-09X; 117-733-510-016-020; 117-963-356-097-11X; 118-477-517-714-899; 120-909-732-491-024; 120-922-676-458-188; 132-729-940-768-187; 133-411-855-521-207; 136-411-511-934-760; 138-959-981-189-28X; 139-702-626-366-838; 139-830-999-800-146; 140-540-713-063-057; 148-707-139-311-10X; 154-534-327-644-264; 170-685-620-752-545; 184-500-715-868-06X,32,true,cc-by-nc,green
055-575-661-657-767,The Catch-22 of Responsible Luxury: Effects of Luxury Product Characteristics on Consumers' Perception of Fit with Corporate Social Responsibility,2013-01-13,2013,journal article,Journal of Business Ethics,01674544; 15730697,Springer Science and Business Media LLC,Netherlands,Catherine Janssen; Joëlle Vanhamme; Adam Lindgreen; Cécile Lefebvre,"The notion of “responsible luxury” may appear as a contradiction in terms. This article investigates the influence of two defining characteristics of luxury products—scarcity and ephemerality—on consumers’ perception of the fit between luxury and corporate social responsibility (CSR), as well as how this perceived fit affects consumers’ attitudes toward luxury products. A field experiment reveals that ephemerality moderates the positive impact of scarcity on consumers’ perception of fit between luxury and CSR. When luxury products are enduring (e.g., jewelry), a scarce product is perceived as more socially responsible than a more widely available one and provokes positive attitudes. However, this effect does not appear for ephemeral luxury products (e.g., clothing). The perceived fit between luxury and CSR mediates the combined effects of scarcity and ephemerality on consumers’ attitudes toward luxury products. This study provides valuable insights that luxury brand managers can use to design their CSR and marketing strategies.",119,1,45,57,Scarcity; Business ethics; Product (category theory); Corporate social responsibility; Business; Social responsibility; Marketing; Perception; Ephemerality; Clothing,,,,,https://link.springer.com/article/10.1007/s10551-013-1621-6 https://dial.uclouvain.be/pr/boreal/object/boreal:159499 https://orca.cardiff.ac.uk/id/eprint/55288 https://ideas.repec.org/a/kap/jbuset/v119y2014i1p45-57.html https://econpapers.repec.org/article/kapjbuset/v_3a119_3ay_3a2014_3ai_3a1_3ap_3a45-57.htm https://link.springer.com/article/10.1007/s10551-013-1621-6/fulltext.html https://dialnet.unirioja.es/servlet/articulo?codigo=4727093 https://research.cbs.dk/en/publications/the-catch-22-of-responsible-luxury-effects-of-luxury-product-char https://philpapers.org/rec/JANTCO-7 https://core.ac.uk/download/42512052.pdf,http://dx.doi.org/10.1007/s10551-013-1621-6,,10.1007/s10551-013-1621-6,2040550833,,0,001-337-115-172-620; 001-911-552-397-725; 002-959-570-583-993; 004-667-302-912-875; 005-688-926-380-028; 009-538-332-430-835; 011-445-895-592-909; 014-817-373-591-136; 015-999-921-788-017; 016-642-746-249-933; 016-802-714-721-578; 018-820-099-955-744; 020-183-946-850-824; 021-062-602-164-789; 022-166-641-251-642; 023-717-452-986-150; 025-047-196-969-791; 025-724-556-647-792; 028-592-884-416-982; 030-973-749-054-641; 031-159-192-348-270; 032-404-362-310-623; 032-779-497-658-310; 035-422-857-039-052; 039-628-817-918-625; 039-736-765-205-807; 040-344-640-544-410; 040-393-983-376-528; 041-305-714-278-093; 042-043-660-450-01X; 042-433-776-417-127; 043-605-651-281-566; 045-815-012-522-94X; 045-821-683-274-175; 046-623-409-873-692; 047-084-373-523-100; 048-111-288-115-660; 048-926-690-028-255; 049-120-262-324-414; 049-903-576-934-62X; 050-597-423-444-411; 051-339-219-296-823; 052-807-507-985-499; 056-745-448-836-198; 060-983-695-607-091; 061-032-025-769-668; 061-508-751-319-443; 061-931-497-198-313; 062-777-472-155-775; 062-875-078-146-976; 063-223-740-751-891; 063-911-754-676-238; 064-195-089-887-677; 064-682-467-305-522; 067-253-312-715-950; 069-497-872-046-744; 070-816-008-370-702; 071-513-458-785-460; 075-975-499-769-338; 081-234-632-965-653; 082-184-334-346-620; 084-925-945-359-71X; 084-966-522-105-807; 088-724-116-406-122; 091-637-305-777-347; 094-620-439-196-263; 099-348-961-400-88X; 099-371-568-798-014; 100-733-772-428-28X; 102-255-932-276-035; 102-686-443-323-376; 108-063-456-544-44X; 119-540-690-758-858; 121-321-340-966-720; 123-587-874-274-973; 131-180-572-109-097; 134-141-581-202-434; 137-022-650-990-268; 141-641-322-260-255; 150-739-442-590-808; 156-683-733-116-485; 159-744-291-198-537; 169-589-600-359-476; 182-867-587-691-99X; 193-068-688-544-532,138,true,,green
056-429-892-242-842,Human trafficking: identifying forced labor in multi-national corporations & the implications of liability,2014-07-13,2014,journal article,Revista de Direito Internacional,22371036; 2236997x,Centro de Ensino Unificado de Brasilia,,Tara M. Parente,"This paper explores multinational corporations and use of human trafficking. More specifically, the type of human trafficking depicted in this paper deals with the use of forced labor. Multinational corporate involvement within the use of forced labor is explored and the depth regarding criminal and civil modes of corporate liability is explained. The main purpose of the paper is to exemplify how multinational corporations contribute to the increase of human trafficking practices and how difficult it is to assess liability or punishment for these violations. Unfortunately, the human trafficking industry is consistently increasing, due to its prevalence in the corporate world. There are laws and acts that have been created that prohibit the use of human trafficking, yet due to jurisdictional implications, regarding foreign-based corporations and extenuating costly litigation, the laws do not become effective for assigning liability. The ambiguities and lack of transparency in corporate structures along with the narrow reach of U.S. laws, creates an inability for victims to seek appropriate justice. The fight against human trafficking diminishes when multinational corporations use forced labor practices within business models.",11,1,146,161,Economic Justice; Business; Multinational corporation; Law and economics; Corporate liability; Punishment; Liability; Transparency (behavior); Human trafficking; Business model; Economic system,,,,,https://www.publicacoes.uniceub.br/rdi/article/download/2762/pdf http://www.publicacoesacademicas.uniceub.br/rdi/article/download/2762/pdf https://www.publicacoesacademicas.uniceub.br/rdi/article/view/2762/pdf https://core.ac.uk/display/79125056 https://www.publicacoes.uniceub.br/rdi/article/view/2762 https://core.ac.uk/download/79125056.pdf,http://dx.doi.org/10.5102/rdi.v11i1.2762,,10.5102/rdi.v11i1.2762,2058467098,,0,,2,true,,gold
056-737-407-870-920,Legal Perspective of Using Philanthropy Approach for Low Income Household in Accessing Sufficient House in Indonesia,2018-01-31,2018,journal article,Sriwijaya Law Review,25416464; 25415298,Universitas Sriwijaya,,Efridani Lubis; Astriana Sinaga,"By 2016, the backlog for housing is estimated around 13,8 million units. With the need growth 5% per year approximately, Indonesian people need 1 million houses per year. Adding to the number of backlog, it is around 1,55 million houses should be provided every year in order to meet the need in the year 2030. The number is based on the ability to pay in general of Indonesian people, which is with the price for sufficient house estimated to be 135 million rupiahs. This means low income household is out of consideration, therefore this group cannot afford the house whatsoever. In order to narrower the gap, the Government of Indonesia has built „One Million Houses Program‟ which has composition 70% for low income household. However, the program has not optimal yet. From the data from the Public Work and Housing Ministry, it is only 80% of the 1 million houses targeted that can be achieved; and from this 80%, only 569.382 units or 70,72% for the low income household. With this trend, it is difficult for the low income household to access sufficient houses in turn. The solution for this can be two alternatives: (1) the Government provide affordable houses for the group, or (2) increasing the ability to pay of the group. The alternative (1) could be difficult due to the limited budget of the Government. The possible answer is to increase the ability of the low income households, so that they can access houses either under subsides scheme from the Government or developers. In doing so, the main problem is to collect or acquire the funding for accessing the house. Using various regulations and policies that could make possible for low income households to receive the money, such as corporate social responsibility, zakat, or even philanthropy activities in Indonesia, the burden could be lessen. The importance of giving the low income households opportunity to access sufficient house is a notion that a sufficient housing can be a strategic toll for improving citizen life which becomes a background argument in the Law No. 1 of 2011 of Housing.",2,1,93,109,Finance; Corporate social responsibility; Business; Government; Order (exchange); Toll; Indonesian; Low income; Argument; Christian ministry,,,,,http://journal.fh.unsri.ac.id/index.php/sriwijayalawreview/article/view/113 http://journal.fh.unsri.ac.id/index.php/sriwijayalawreview/article/download/113/76 https://core.ac.uk/download/pdf/230523710.pdf,http://dx.doi.org/10.28946/slrev.vol2.iss1.113.pp93-109,,10.28946/slrev.vol2.iss1.113.pp93-109,2790295515,,0,,1,true,cc-by,gold
056-817-961-635-231,Applying Behavioural Theory to the Challenge of Sustainable Development: Using Hairdressers as Diffusers of More Sustainable Hair-Care Practices,2014-09-21,2014,journal article,Journal of Business Ethics,01674544; 15730697,Springer Science and Business Media LLC,Netherlands,Denise Baden; Swarna Prasad,"The challenges presented by sustainable development are broadly accepted, yet resource use increases unabated. It is increasingly acknowledged that while technical solutions may play a part, a key issue is behaviour change. In response to this, there has been a plethora of studies into how behaviour change can be enabled, predominantly from psychological and sociological perspectives. This has resulted in a substantial body of knowledge into the factors that drive behaviour change and how they can be manipulated to achieve desired social goals. In this paper, we describe a study that draws on this body of knowledge to design an intervention to drive behaviour change across the hairdressing sector, and by the process of diffusion, across the vast social networks of this occupational group to influence domestic hair-care practices. The intervention was successful: hairdressers indicated positive intentions to adopt more sustainable practices within their salons and pass them onto their customers. The customer survey (N = 776) confirms this: customers surveyed after their hairdresser attended the Green-Salon-Makeover intervention were significantly more likely to report that environmental issues had been considered in their salon visit and that they themselves would consider such issues in their hair-care practices at home than customers who were surveyed before the intervention.",133,2,335,349,Business ethics; Sociology; Marketing; Body of knowledge; Practice theory; Salon; Hair care; Behaviour change; Sustainable development; Intervention (law); Social psychology,,,,,https://ideas.repec.org/a/kap/jbuset/v133y2016i2d10.1007_s10551-014-2398-y.html https://eprints.soton.ac.uk/366244/ https://link.springer.com/article/10.1007/s10551-014-2398-y https://philpapers.org/rec/BADABT https://link.springer.com/content/pdf/10.1007%2Fs10551-014-2398-y.pdf https://dialnet.unirioja.es/servlet/articulo?codigo=5992445 https://socionet.ru/publication.xml?h=repec:kap:jbuset:v:133:y:2016:i:2:d:10.1007_s10551-014-2398-y https://paperity.org/p/37530928/applying-behavioural-theory-to-the-challenge-of-sustainable-development-using https://econpapers.repec.org/RePEc:kap:jbuset:v:133:y:2016:i:2:d:10.1007_s10551-014-2398-y https://core.ac.uk/display/81057082,http://dx.doi.org/10.1007/s10551-014-2398-y,,10.1007/s10551-014-2398-y,2041304591,,0,000-328-411-796-664; 002-426-330-671-925; 006-323-406-116-113; 007-170-846-744-203; 008-614-895-812-373; 010-500-465-523-842; 014-204-402-875-09X; 020-817-941-538-083; 021-458-823-074-825; 021-884-618-840-174; 022-098-568-012-597; 023-162-158-318-307; 025-017-150-709-33X; 025-151-069-132-307; 026-357-489-805-299; 026-718-551-492-061; 028-925-586-231-616; 031-187-002-607-584; 035-787-424-936-331; 038-859-975-408-18X; 039-787-951-263-04X; 043-806-610-336-736; 045-385-511-579-046; 046-841-674-135-16X; 049-013-302-864-711; 049-903-576-934-62X; 054-912-286-540-871; 055-578-396-454-486; 056-230-311-255-947; 060-148-564-538-357; 061-393-471-428-365; 061-697-669-050-313; 062-259-039-327-249; 063-199-063-137-888; 063-727-723-959-788; 066-496-765-206-50X; 069-375-972-593-723; 070-734-281-435-66X; 073-827-380-398-245; 073-958-515-813-718; 078-478-265-607-24X; 079-059-125-502-438; 083-554-941-327-968; 086-118-709-804-641; 086-726-891-690-87X; 086-763-928-297-266; 087-075-488-032-21X; 092-927-300-405-554; 094-021-549-671-745; 100-289-300-259-336; 101-299-425-939-891; 108-884-746-053-479; 109-162-609-116-471; 111-598-768-315-055; 113-293-070-599-557; 113-459-504-634-637; 117-595-572-109-801; 122-959-728-695-831; 125-534-689-763-306; 127-224-886-433-858; 130-547-367-020-490; 132-999-301-803-679; 144-913-425-209-685; 147-043-231-818-928; 153-710-554-330-488; 155-417-211-740-629; 162-959-148-644-342; 163-637-734-144-951; 172-441-424-317-441; 173-858-034-889-321; 188-808-534-875-902; 190-286-406-563-724,13,true,cc-by,hybrid
058-080-696-107-268,Positive Shock: A Consumer Ethical Judgement Perspective,2019-02-02,2019,journal article,Journal of Business Ethics,01674544; 15730697,Springer Netherlands,Netherlands,Caroline Moraes; Finola Kerrigan; Roisin McCann,"Existing debates on business ethics under-represent consumers’ perspectives. In order to progress understanding of ethical judgement in the marketplace, we unpack the interconnections between consumer ethical judgment, consent and context. We address the question of how consumers judge the morality of threat-based experiential marketing communications. Our interpretive qualitative research shows that consumers can feel positively about being shocked, judging threat appeals as more or less ethical by the nature of the negative emotions they experience. We also determine that the intersection between ethical judgement, consent and context lies where consumers’ perceptions of fairness and consequences lend contextualised normative approval to marketing practice. Our research makes three original contributions to existing literature. First, it extends theory in the area of ethical judgement, by highlighting the importance of consent for eliciting positive moral responses. Second, it adds to embryonic research addressing the role of emotions in ethical judgement, by ascertaining that negative emotions can elicit positive consumer ethical judgement. Third, our research contributes an original concept to ethical judgement theorisation, namely consumer-experienced positive shock (CEPS). We define CEPS as a consensual shock value judged as ethical due to its ephemerality, commercial resonance, brand alignment, target-audience appropriateness and contextual acceptability. We also extrapolate the dimensions of CEPS into an ethical judgement typology, elucidating how consumers judge some threat-based communications as ethical, but not others. Consequently, our work dovetails with wider business ethics debates on ethical judgement, adding value by clarifying the conditions that generate positive consumer ethical judgement.",165,4,1,17,Business ethics; Psychology; Qualitative research; Morality; Value (ethics); Judgement; Ephemerality; Context (language use); Normative; Environmental ethics,,,,,https://link.springer.com/article/10.1007/s10551-018-4092-y https://research.birmingham.ac.uk/en/publications/positive-shock-a-consumer-ethical-judgement-perspective https://philpapers.org/rec/MORPSA-13 http://pure-oai.bham.ac.uk/ws/files/58198452/Moraes_2019_Positive_shock_a_consumer_ethical_judgement_perspective_Journal_of_Business_Ethics.pdf https://link.springer.com/content/pdf/10.1007/s10551-018-4092-y.pdf https://ualresearchonline.arts.ac.uk/id/eprint/16045/ https://ideas.repec.org/a/kap/jbuset/v165y2020i4d10.1007_s10551-018-4092-y.html https://research.birmingham.ac.uk/portal/files/58198452/Moraes_2019_Positive_shock_a_consumer_ethical_judgement_perspective_Journal_of_Business_Ethics.pdf https://paperity.org/p/185454544/positive-shock-a-consumer-ethical-judgement-perspective https://core.ac.uk/download/pdf/185513916.pdf,https://link.springer.com/article/10.1007/s10551-018-4092-y,,,2912053255,,0,001-364-161-241-977; 002-317-764-628-462; 002-697-982-299-457; 003-812-780-682-797; 007-363-307-903-835; 011-641-669-346-441; 012-831-013-765-209; 014-048-557-450-377; 014-955-518-485-824; 018-206-283-080-634; 019-623-803-893-73X; 021-273-481-409-056; 021-288-732-927-862; 021-969-869-089-787; 022-346-732-452-077; 022-983-255-227-53X; 023-128-881-912-285; 025-647-318-427-325; 028-425-546-127-311; 030-076-143-297-374; 031-110-402-764-217; 031-186-461-153-548; 033-521-019-116-187; 034-512-170-368-311; 037-177-898-298-313; 037-550-015-414-716; 039-534-395-803-934; 041-781-348-238-610; 042-563-115-619-94X; 043-672-024-795-015; 043-821-438-952-54X; 045-848-198-043-461; 049-653-680-951-367; 049-660-799-870-21X; 049-928-509-057-47X; 053-284-167-763-537; 054-478-848-507-573; 055-607-531-402-057; 057-025-542-645-698; 058-774-444-111-38X; 059-673-743-344-363; 062-747-985-781-512; 064-216-226-304-467; 064-948-878-714-107; 065-526-597-083-640; 067-035-640-636-228; 067-945-242-728-795; 069-259-438-012-556; 069-643-362-909-258; 072-954-338-986-479; 074-183-102-061-103; 075-079-775-025-525; 084-840-378-105-613; 089-664-321-015-205; 089-788-433-300-961; 093-231-823-419-104; 095-290-610-754-251; 095-971-819-348-354; 098-418-455-101-750; 099-699-218-247-780; 101-324-667-244-816; 102-985-644-582-956; 103-914-554-428-902; 104-044-208-058-515; 104-365-304-091-355; 104-404-609-414-783; 105-318-839-644-491; 108-440-541-243-773; 111-118-680-895-344; 112-651-127-478-168; 113-619-434-637-225; 118-000-617-184-954; 118-564-471-182-836; 118-750-781-320-914; 120-577-323-005-736; 123-628-523-842-666; 123-735-192-989-631; 124-752-432-688-557; 127-750-569-362-654; 127-887-689-461-574; 128-894-943-956-372; 131-160-689-072-63X; 136-485-894-895-448; 139-473-547-290-023; 139-920-090-671-783; 140-431-528-406-377; 142-577-381-564-649; 144-652-790-624-382; 158-949-047-347-169; 168-487-206-490-421; 182-620-629-185-32X; 188-127-699-489-176; 197-988-096-422-942,2,true,,
058-180-833-829-223,Responsible Innovation and the Innovation of Responsibility: Governing Sustainable Development in a Globalized World,2015-08-01,2015,journal article,Journal of Business Ethics,01674544; 15730697,Springer Science and Business Media LLC,Netherlands,Christian Voegtlin; Andreas Georg Scherer,"Earth’s life-support system is facing megaproblems of sustainability. One important way of how these problems can be addressed is through innovation. This paper argues that responsible innovation that contributes to sustainable development (SD) consists of three dimensions: (1) innovations avoid harming people and the planet, (2) innovations ‘do good’ by offering new products, services, or technologies that foster SD, and (3) global governance schemes are in place that facilitate innovations that avoid harm and ‘do good.’ The paper discusses global governance schemes based on deliberation as a means to foster such responsible innovation. These schemes can provide voluntary soft-law regulations that complement and extend national and international hard-law regulations and facilitate collective innovation that contributes to SD goals. The article addresses the facilitative role of governments and international organizations in overcoming problems of deliberation and offers illustrative examples of such governance schemes.",143,2,227,243,Business ethics; Economics; Management; Globalization; Global governance; Deliberation; Harm; Corporate governance; Sustainable development; Sustainability; Economic system,,,,,https://link.springer.com/article/10.1007/s10551-015-2769-z/fulltext.html https://EconPapers.repec.org/RePEc:kap:jbuset:v:143:y:2017:i:2:d:10.1007_s10551-015-2769-z https://hal-audencia.archives-ouvertes.fr/hal-01540972 https://philpapers.org/rec/VOERIA https://dialnet.unirioja.es/servlet/articulo?codigo=7356918 https://link.springer.com/article/10.1007/s10551-015-2769-z https://core.ac.uk/display/33629206 https://ideas.repec.org/a/kap/jbuset/v143y2017i2d10.1007_s10551-015-2769-z.html http://www.zora.uzh.ch/114753/1/Voegtlin%20Scherer%202015-Responsible%20innovation_Manuscript_JBE%20unedited%20version.pdf,http://dx.doi.org/10.1007/s10551-015-2769-z,,10.1007/s10551-015-2769-z,1447962406,,0,001-475-520-664-296; 001-583-221-215-130; 002-632-654-929-854; 002-641-081-710-138; 004-650-728-984-779; 006-320-509-587-918; 007-412-381-459-646; 009-439-167-960-352; 010-062-750-133-061; 010-506-995-388-331; 012-178-707-965-636; 018-460-854-153-475; 019-955-515-601-713; 022-658-928-602-180; 025-616-051-964-102; 027-695-889-672-868; 028-035-543-419-040; 029-510-534-493-341; 030-667-592-320-175; 032-999-172-139-947; 033-727-950-765-74X; 034-439-493-854-455; 034-498-198-021-514; 034-599-977-637-687; 034-716-190-223-683; 035-506-988-554-079; 036-509-257-765-964; 036-536-310-582-539; 036-851-370-064-178; 039-968-209-402-634; 040-197-670-641-417; 041-496-174-985-671; 041-988-014-008-792; 042-461-000-886-629; 044-685-761-781-421; 049-440-520-447-808; 051-634-478-902-21X; 054-493-436-652-868; 055-641-053-118-746; 056-344-932-307-653; 057-112-878-997-596; 057-515-729-759-283; 057-548-753-227-472; 060-011-378-537-345; 061-181-961-041-388; 063-875-512-212-419; 065-452-535-679-482; 065-513-914-579-314; 068-908-047-457-030; 072-425-403-009-84X; 074-374-694-764-858; 077-098-785-820-852; 082-171-985-858-889; 085-118-743-655-41X; 087-019-491-702-636; 091-330-701-275-959; 092-538-885-391-581; 094-606-323-020-820; 094-948-567-377-80X; 100-829-180-445-218; 100-959-243-868-329; 102-068-995-822-669; 105-892-311-660-115; 106-377-304-980-209; 106-455-930-498-621; 108-828-669-963-607; 110-189-859-545-485; 110-707-547-807-666; 113-011-257-887-956; 116-617-872-124-550; 119-479-012-643-234; 119-770-359-884-276; 128-341-929-119-076; 136-677-203-511-799; 136-925-644-087-807; 139-500-099-304-516; 141-179-727-036-174; 141-915-041-569-665; 142-674-506-569-000; 143-591-574-221-148; 145-560-283-495-182; 147-608-478-506-075; 148-176-477-732-046; 150-320-236-572-470; 150-756-983-846-92X; 154-210-754-289-817; 155-879-175-881-390; 158-113-793-549-002; 158-283-553-942-595; 159-592-129-993-014; 160-062-199-873-859; 160-801-631-921-028; 162-012-959-513-424; 164-839-444-810-487; 166-204-621-970-742; 178-397-057-385-09X; 182-199-495-327-639; 191-636-100-403-895; 198-140-608-306-83X,171,true,,green
059-668-843-246-676,Professors on the Board: Do They Contribute to Society Outside the Classroom?,2015-06-17,2015,journal article,Journal of Business Ethics,01674544; 15730697,Springer Science and Business Media LLC,Netherlands,Charles H. Cho; Jay Heon Jung; Byungjin Kwak; Jaywon Lee; Choong-Yuel Yoo,"According to our data, 38.5 % of S&P 1500 firms have at least one professor on their boards. Given the lack of research examining the roles and effects of academic faculty as members of boards of directors (professor–directors) on corporate outcomes, this study investigates whether firms with professor–directors are more likely to exhibit higher corporate social responsibility (CSR) performance ratings. Results indicate that firms with professor–directors do exhibit higher CSR performance ratings than those without. However, the influence of professor–directors on firm CSR performance ratings depends on their academic background—the positive association between the presence of professor–directors and firm CSR performance ratings is significant only when their academic background is specialized (e.g., science, engineering, and medicine). Finally, this positive association weakens when professor–directors hold an administrative position at their universities.",141,2,393,409,Business ethics; Accounting; Corporate social responsibility; Association (psychology); Business; Position (finance); Quality of Life Research; Corporate governance; Public relations,,,,,https://link.springer.com/article/10.1007/s10551-015-2718-x https://link.springer.com/article/10.1007/s10551-015-2718-x/fulltext.html https://dialnet.unirioja.es/servlet/articulo?codigo=5996759 https://openaccess.city.ac.uk/id/eprint/15450/ https://philpapers.org/rec/CHOPOT-2 https://rd.springer.com/article/10.1007/s10551-015-2718-x https://koasas.kaist.ac.kr/handle/10203/223544 https://core.ac.uk/download/76982081.pdf,http://dx.doi.org/10.1007/s10551-015-2718-x,,10.1007/s10551-015-2718-x,1577533004,,0,002-660-681-196-80X; 002-994-269-455-347; 003-295-912-302-133; 006-186-949-153-369; 008-375-578-465-878; 008-471-216-244-04X; 013-995-251-799-591; 016-505-704-518-444; 019-459-263-674-197; 020-579-528-939-413; 023-193-384-023-672; 029-008-078-453-085; 031-608-562-637-936; 034-604-931-995-255; 036-146-016-778-457; 039-575-601-163-984; 042-124-336-137-982; 047-698-076-790-778; 047-819-542-194-307; 051-961-410-066-33X; 056-056-784-298-399; 060-169-447-185-831; 063-821-429-568-525; 071-731-286-833-432; 073-735-524-243-333; 075-025-194-794-699; 081-634-982-040-864; 088-463-704-354-493; 098-357-341-550-172; 101-044-116-601-526; 102-857-662-392-084; 107-215-972-038-299; 109-039-953-045-541; 109-565-022-406-193; 110-632-460-946-483; 111-255-013-433-673; 115-604-538-103-384; 117-079-907-966-071; 121-423-506-764-764; 123-548-554-472-100; 131-642-761-258-730; 138-068-799-728-970; 168-625-367-398-370; 198-398-622-206-390,53,true,,green
060-431-094-988-751,How to Assess the Democratic Qualities of a Multi-stakeholder Initiative from a Habermasian Perspective? Deliberative Democracy and the Equator Principles Framework,2017-04-13,2017,journal article,Journal of Business Ethics,01674544; 15730697,Springer Science and Business Media LLC,Netherlands,W.P.M. Martens; Bastiaan van der Linden; Manuel Wörsdörfer,"The paper presents a renewed Habermasian view on transnational multi-stakeholder initiatives (MSIs) and assesses the institutional characteristics of the Equator Principles Association (EPA) from a deliberative democracy perspective. Habermas’ work has been widely adopted in the academic literature on the political responsibilities of (multinational) corporations (i.e., political corporate social responsibility), and also in assessing the democratic qualities of MSIs. Commentators, however, have noted that Habermas’ approach relies very much on ‘nation-state democracy’ and may not be applicable to democracy in MSIs—in which nation-states are virtually absent. We argue that Habermas’ detailed conceptualization of the institutionalization of deliberative democracy can be applied to transnational MSIs if these initiatives can be said to have their own ‘demoi’ that can be represented in associational decision-making. Therefore, we develop a definition of the demos of an MSI based on the notion of collective agency. Subsequently, we explain how Habermas’ approach to democracy can be applied to MSIs and show that it has more to offer than hitherto has been uncovered. Our illustrative analysis of the EPA confirms the criticisms regarding this MSI which have recently been articulated by researchers and practitioners, but also yields new findings and possible avenues for the further development of the EPA: That is, although our assessment suggests that the EPA in its current state is still far from being a democratic MSI, the possibility of a sensible analysis of its democratic character indicates that transnational MSIs can, in principle, help to fill governance gaps in a democratic way.",155,4,1115,1133,Business ethics; Corporate social responsibility; Sociology; Equator Principles; Deliberative democracy; Public administration; Corporate governance; Democracy; Conceptualization; Politics,,,,,https://philpapers.org/rec/MARHTA-9 https://paperity.org/p/79671747/how-to-assess-the-democratic-qualities-of-a-multi-stakeholder-initiative-from-a https://www.narcis.nl/publication/RecordID/oai%3Arepository.ubn.ru.nl%3A2066%2F203424 https://dialnet.unirioja.es/servlet/articulo?codigo=7374461 https://link.springer.com/content/pdf/10.1007%2Fs10551-017-3532-4.pdf https://ideas.repec.org/a/kap/jbuset/v155y2019i4d10.1007_s10551-017-3532-4.html https://link.springer.com/article/10.1007/s10551-017-3532-4 https://repository.ubn.ru.nl/handle/2066/203424 https://core.ac.uk/download/200782681.pdf,http://dx.doi.org/10.1007/s10551-017-3532-4,,10.1007/s10551-017-3532-4,2605973093,,0,003-544-981-826-226; 009-390-183-330-292; 009-446-765-310-312; 009-576-197-847-749; 011-922-845-631-18X; 012-323-418-134-72X; 013-672-717-308-971; 013-744-996-715-157; 015-140-530-282-930; 016-564-523-619-262; 018-549-922-341-541; 018-776-937-894-982; 020-446-781-895-507; 021-996-223-357-58X; 022-028-910-008-849; 025-335-410-636-653; 029-497-492-744-62X; 030-986-253-068-380; 032-448-075-427-698; 037-824-479-583-142; 038-059-348-935-436; 038-583-590-902-924; 040-957-996-283-276; 043-463-995-826-530; 047-956-103-670-368; 049-440-520-447-808; 055-546-472-714-926; 055-641-053-118-746; 060-146-179-809-22X; 067-927-144-365-848; 068-401-685-486-423; 068-646-754-174-809; 071-967-126-660-342; 072-404-425-352-160; 078-876-415-835-891; 082-171-985-858-889; 087-595-161-971-505; 091-486-082-949-600; 095-545-955-798-315; 097-324-994-997-505; 099-325-713-734-571; 110-189-859-545-485; 110-892-910-272-297; 111-374-479-811-973; 113-813-475-985-700; 121-511-367-967-739; 125-507-737-422-220; 125-587-383-255-295; 126-036-771-357-686; 126-517-462-462-930; 127-208-676-363-222; 132-246-113-722-525; 132-264-581-075-022; 132-886-399-633-477; 142-260-441-190-365; 143-282-591-040-163; 143-897-810-175-561; 152-442-819-123-819; 153-719-994-098-927; 160-610-254-967-95X; 160-874-392-927-162; 178-397-057-385-09X; 180-354-837-234-753; 182-049-733-307-729,13,true,cc-by,hybrid
060-450-227-285-35X,"Environmental Strategy, Institutional Force, and Innovation Capability: A Managerial Cognition Perspective",2018-03-02,2018,journal article,Journal of Business Ethics,01674544; 15730697,Springer Science and Business Media LLC,Netherlands,Defeng Yang; Aric Xu Wang; Kevin Zheng Zhou; Wei Jiang,"Despite the rising interest in environmental strategies, few studies have examined how managerial cognition of such strategies influences actual innovation capability development. Taking a managerial cognition perspective, this study investigates how managers’ perceptions of institutional pressures relate to their focus on proactive environmental strategy, which in turn affects firms’ realized innovation capability. The findings from a primary survey and three secondary datasets of publicly listed companies in China reveal that managers’ perceived business and social pressures are positively associated with their focus on proactive environmental strategy, which consequently fosters innovation capability development. Moreover, state ownership and government administrative control weaken the impact of managerial focus on proactive environmental strategy on innovation capability. These findings have important implications for how managerial cognition supports environmental strategy and organizational capability building under the influence of institutional pressures and government intervention.",159,4,1147,1161,Business ethics; Business; Government; Cognition; Economic interventionism; Perspective (graphical); Perception; Control (management); State ownership; Industrial organization,,,,,https://link.springer.com/article/10.1007/s10551-018-3830-5 https://dialnet.unirioja.es/servlet/articulo?codigo=7378836 https://philpapers.org/rec/YANESI http://hub.hku.hk/handle/10722/279013 https://ideas.repec.org/a/kap/jbuset/v159y2019i4d10.1007_s10551-018-3830-5.html https://core.ac.uk/download/343511163.pdf,http://dx.doi.org/10.1007/s10551-018-3830-5,,10.1007/s10551-018-3830-5,2789580473,,0,001-165-407-545-486; 004-438-741-740-578; 005-231-367-279-707; 005-805-453-463-041; 007-203-172-710-768; 008-220-554-440-792; 009-313-891-629-253; 009-602-024-628-827; 010-854-534-444-434; 011-886-468-983-140; 013-152-727-634-94X; 016-901-101-531-257; 017-557-569-036-776; 020-250-076-376-897; 025-370-038-727-260; 029-257-638-158-39X; 031-140-423-927-756; 033-171-354-077-456; 035-037-369-776-335; 035-732-711-818-110; 037-050-583-345-578; 041-988-014-008-792; 042-392-825-230-45X; 048-171-048-815-881; 048-350-479-859-580; 054-733-348-127-940; 058-736-616-380-23X; 059-359-807-395-632; 059-827-371-052-798; 060-352-266-574-374; 065-108-504-687-399; 065-934-110-209-938; 068-512-662-867-903; 068-692-884-780-054; 070-743-621-824-51X; 075-912-358-332-812; 077-930-616-453-628; 079-667-708-350-594; 080-660-515-246-057; 081-723-563-994-254; 082-725-506-599-763; 083-778-377-219-423; 085-921-682-031-840; 088-013-812-644-57X; 089-916-499-441-154; 092-182-568-078-722; 092-354-882-473-198; 094-013-585-544-815; 096-905-197-287-550; 098-733-242-419-693; 099-601-595-621-186; 106-127-280-778-142; 106-346-070-445-470; 108-693-211-333-878; 126-970-844-672-197; 130-009-472-043-098; 131-404-806-460-390; 131-706-886-237-685; 136-436-813-361-567; 136-717-228-240-028; 138-334-704-586-850; 140-793-655-606-994; 141-923-977-585-187; 142-630-123-499-338; 145-190-456-788-675; 157-310-553-047-333; 180-769-852-283-11X,110,true,,
060-981-242-284-614,Has Indonesia’s Unique Progressivism in Mandating Corporate Social Responsibility Achieved Its Ends?,2018-07-31,2018,journal article,Sriwijaya Law Review,25416464; 25415298,Universitas Sriwijaya,,Soonpeel Edgar Chang,"It has been a decade since Indonesia implemented its first mandatory CSR requirement. The time is ripe for the discussion: can Indonesia confidently say that it has saved Indonesia by making companies publicly answer for many social issues? Can it successfully bring social and economic justice by continuously enforcing this radical progressivism or utilitarianism? To begin to address these questions, this paper first examines Indonesia's unique features that strengthen CSR as a legal obligation and analyzes the current regulatory frame of CSR. Then, it discusses whether these laws and regulations have actually worked as a practical tool to encourage and enforce companies to perform CSR activities. This research concludes that company law can save Indonesia despite its failure so far due to a number of problems in and out of positive law. It suggests how it can specifically structure the CSR regulations and seeks attention to the more structural reform from the longer-term goal of developing a national mechanism.",2,2,131,151,Corporate social responsibility; Business; Positive law; Law and economics; Corporate law; Progressivism; Obligation; Mechanism (sociology); Utilitarianism; Social issues,,,,,http://journal.fh.unsri.ac.id/index.php/sriwijayalawreview/article/download/131/83 http://journal.fh.unsri.ac.id/index.php/sriwijayalawreview/article/view/131 https://core.ac.uk/download/pdf/230523638.pdf,http://dx.doi.org/10.28946/slrev.vol2.iss2.131.pp131-151,,10.28946/slrev.vol2.iss2.131.pp131-151,2805627995,,0,000-742-487-988-420; 013-992-674-688-769; 017-931-008-393-068; 019-961-725-242-377; 046-956-547-175-45X; 056-556-704-729-912; 062-006-642-710-079; 083-285-883-443-967; 102-930-779-377-206; 135-095-912-631-48X; 135-588-789-226-782,2,true,cc-by,gold
061-697-981-376-190,"Convergence in International Business Ethics? A Comparative Study of Ethical Philosophies, Thinking Style, and Ethical Decision-Making Between US and Korean Managers",2017-07-17,2017,journal article,Journal of Business Ethics,01674544; 15730697,Springer Science and Business Media LLC,Netherlands,Yongsun Paik; Jong Min Lee; Yong Suhk Pak,"This study investigates the relationship among ethical philosophy, thinking style, and managerial ethical decision-making. Based on the premise that business ethics is a function of culture and time, we attempt to explore two important questions as to whether the national differences in managerial ethical philosophies remain over time and whether the relationship between thinking style and ethical decision-making is consistent across different national contexts. We conducted a survey on Korean managers’ ethical decision-making and thinking style and made a cross-cultural, cross-temporal comparison with the results presented by previous studies that surveyed Korean and US managers with the same questionnaire at different points in time. Our analysis revealed that Korean managers have become more reliant on rule utilitarianism for ethical decision-making over the last two decades, which is dominantly used by US managers, corroborating our convergence hypothesis built on social contracts theory. However, as opposed to previous research, we found that managers with a balanced linear and nonlinear thinking style do not necessarily make more ethical decisions compared to those with a predominantly linear or nonlinear thinking style. This study contributes to international business ethics literature by presenting a theoretical framework that may explain the convergence of ethical philosophies employed by managers in different national contexts over time, and that the relationship between thinking style and managerial ethical decision-making may not be universal, but contingent on contextual factors.",156,3,839,855,Business ethics; Sociology; Ethical leadership; International business; Ethical decision; Premise; Rule utilitarianism; Convergence (relationship); Social contract; Engineering ethics; Social psychology,,,,Korea Foundation,https://ideas.repec.org/a/kap/jbuset/v156y2019i3d10.1007_s10551-017-3629-9.html https://philpapers.org/rec/PAKCII https://dialnet.unirioja.es/servlet/articulo?codigo=7375731 https://core.ac.uk/display/99053858 https://centaur.reading.ac.uk/72172/ https://yonsei.pure.elsevier.com/en/publications/convergence-in-international-business-ethics-a-comparative-study- https://link.springer.com/article/10.1007/s10551-017-3629-9 https://core.ac.uk/download/99053858.pdf,http://dx.doi.org/10.1007/s10551-017-3629-9,,10.1007/s10551-017-3629-9,2736128253,,0,003-436-498-786-748; 004-394-918-741-639; 004-570-637-770-222; 007-156-793-080-114; 007-950-274-860-125; 009-754-625-059-490; 011-024-851-702-912; 014-107-103-842-250; 014-552-974-227-451; 015-666-512-572-535; 016-079-906-888-567; 016-143-133-121-842; 017-722-013-337-190; 021-227-981-867-769; 022-017-963-772-396; 022-590-694-696-197; 024-224-514-358-856; 025-459-069-408-888; 025-951-652-044-449; 027-007-425-936-771; 028-398-143-895-606; 030-298-410-640-143; 030-515-144-789-364; 033-148-486-330-112; 034-534-118-283-633; 036-842-633-899-712; 038-850-706-043-871; 039-290-766-509-585; 039-370-684-853-315; 039-467-933-939-795; 041-781-348-238-610; 043-296-288-368-408; 045-976-239-825-635; 047-578-952-204-286; 047-913-340-305-233; 048-232-519-781-734; 048-879-799-923-254; 050-281-106-400-553; 051-391-516-317-211; 052-421-494-012-492; 052-885-085-415-720; 053-291-192-514-503; 053-666-046-777-231; 054-747-661-180-163; 054-992-069-760-424; 056-705-902-281-14X; 060-065-029-133-928; 061-719-630-274-488; 064-312-348-262-306; 065-554-797-448-841; 066-208-044-793-59X; 067-527-167-607-034; 069-090-887-536-143; 069-213-219-133-856; 069-320-673-602-572; 070-032-619-583-672; 072-237-452-567-487; 072-584-815-301-116; 075-947-575-127-516; 084-250-298-319-478; 086-290-736-205-710; 088-069-220-531-881; 088-174-158-396-635; 089-910-794-104-348; 091-225-773-646-750; 092-164-132-026-703; 093-529-571-626-597; 094-375-968-821-443; 099-417-291-509-021; 102-203-747-768-180; 103-881-850-030-298; 105-526-596-667-467; 106-887-574-840-118; 107-250-046-589-490; 108-418-547-516-68X; 115-707-155-306-434; 117-454-059-644-644; 119-361-019-591-234; 120-652-901-909-727; 124-076-116-602-319; 125-814-760-445-13X; 127-999-932-807-00X; 133-363-886-733-954; 141-556-313-036-95X; 143-560-764-970-877; 149-954-554-965-316; 150-855-021-395-930; 152-135-626-329-239; 154-765-083-774-406; 155-308-213-071-622; 156-650-662-656-562; 157-914-083-333-630; 175-352-544-096-748; 194-507-942-252-542,18,true,,green
062-198-967-272-221,The Harm of Symbolic Actions and Green-Washing: Corporate Actions and Communications on Environmental Performance and Their Financial Implications,2011-11-26,2011,journal article,Journal of Business Ethics,01674544; 15730697,Springer Science and Business Media LLC,Netherlands,Kent Walker; Fang Wan,"We examine over 100 top performing Canadian firms in visibly polluting industries as we seek to answer four research questions: What specific environmental issues are firms addressing? How do these issues differ between industries? Are both symbolic and substantive actions financially beneficial? Does green-washing, measured as the difference between symbolic and substantive action, and/or green-highlighting, measured as the combined effect of symbolic and substantive actions, pay? We find that substantive actions of environmental issues (green walk) neither harm nor benefit firms financially, but symbolic actions (green talk) are negatively related to financial performance. We also find that green-washing (discrepancy between green talk and green walk) has a negative effect on financial performance and green-highlighting (concentrated efforts of the talk and walk) has no effect on financial performance. In this article, we provide explanations of our findings and put forth future research directions.",109,2,227,242,Business ethics; Economics; Harm; Action (philosophy); Quality of Life Research; Financial performance; Research questions; Public relations; Corporate action,,,,,https://link.springer.com/article/10.1007/s10551-011-1122-4 https://econpapers.repec.org/RePEc:kap:jbuset:v:109:y:2012:i:2:p:227-242 https://scholar.uwindsor.ca/cgi/viewcontent.cgi?article=1053&context=odettepub https://dialnet.unirioja.es/servlet/articulo?codigo=3992926 https://www.umanitoba.ca/faculties/management/faculty_staff/media/walker_and_wan_jbe_2011.pdf https://link.springer.com/article/10.1007/s10551-011-1122-4/fulltext.html https://ideas.repec.org/a/kap/jbuset/v109y2012i2p227-242.html https://scholar.uwindsor.ca/odettepub/54/ https://philpapers.org/rec/WALTHO-3 https://core.ac.uk/download/pdf/328043053.pdf,http://dx.doi.org/10.1007/s10551-011-1122-4,,10.1007/s10551-011-1122-4,2141980633,,0,001-338-473-093-513; 002-354-587-412-152; 002-929-446-634-493; 006-292-752-730-694; 007-918-096-653-472; 008-529-596-678-569; 008-708-200-143-28X; 010-038-028-482-643; 010-321-499-951-964; 011-935-298-050-513; 014-322-680-248-368; 015-476-865-409-322; 017-712-688-084-444; 019-634-532-644-232; 022-512-643-506-628; 023-055-094-879-215; 023-057-954-560-810; 027-339-723-966-830; 027-827-119-143-849; 030-402-854-705-072; 032-796-113-665-744; 033-749-366-108-158; 033-834-393-574-150; 033-906-795-242-650; 033-965-534-178-021; 034-514-040-868-923; 034-884-431-260-18X; 036-400-969-001-55X; 037-019-550-150-269; 037-829-384-850-503; 038-659-021-059-963; 040-813-018-944-923; 041-659-281-349-623; 041-988-014-008-792; 044-906-434-469-314; 048-186-907-850-100; 048-544-356-861-846; 050-254-342-898-310; 051-009-594-364-769; 052-802-334-885-429; 053-408-340-658-24X; 053-690-397-234-837; 056-514-568-407-584; 057-521-810-111-442; 057-726-555-355-181; 057-805-871-633-409; 059-029-156-049-151; 061-829-988-617-171; 062-065-250-177-033; 063-727-723-959-788; 065-720-449-067-728; 067-481-215-257-948; 068-259-085-977-283; 073-696-347-676-197; 073-888-769-774-594; 074-709-071-883-393; 077-110-587-162-800; 078-108-465-963-590; 082-816-504-212-645; 083-742-907-533-010; 087-139-739-190-74X; 087-876-141-014-936; 089-020-774-090-124; 098-235-239-849-201; 100-442-660-273-842; 102-735-026-992-833; 106-377-304-980-209; 115-170-653-019-035; 115-482-499-323-938; 116-531-455-280-221; 116-576-887-981-522; 123-694-573-650-975; 123-899-687-687-732; 124-069-864-261-550; 124-159-922-865-264; 124-524-863-901-546; 126-457-328-841-815; 132-290-774-082-949; 136-622-698-693-089; 139-504-936-935-963; 142-024-635-698-146; 144-381-324-316-663; 150-005-284-621-599; 155-133-823-437-247; 155-879-175-881-390; 167-517-393-664-826; 170-851-664-310-256; 185-993-778-903-840; 190-235-598-305-091,340,true,,green
062-413-992-356-311,Response-Ability: Practicing Integrity Through Intimacy in the Marketplace,2018-04-30,2018,journal article,Journal of Business Ethics,01674544; 15730697,Springer Science and Business Media LLC,Netherlands,Kyoko Fukukawa,"The paper addresses the problem of pursuing ethical business practices purely under the aegis of ‘integrity’, as frequently used to characterise morally desirable traits. Drawing on the work of philosopher Thomas Kasulis, the paper pairs ‘integrity’ with ‘intimacy’ as a critical concept, placing greater attention upon relational properties, helping to understand ethics as existing between individuals, things and the environment. The argument is that by paying careful attention to spatial and temporal dynamics and proximities of exchange, businesses can better maintain and extend practices of integrity. It reminds us that ethics are developmental (not transcendental); that the cultivation of ethics provides greater depth and ownership and pertains to matters of the body and habits. The paper contributes a way of reading exchanges in the marketplace beyond prescriptive accounts of integrity. Through the lens of both integrity and intimacy, it identifies how we actually ‘live’ or practice greater responsiveness to exchanges.",160,1,251,262,Business ethics; Sociology; Transcendental number; Quality of Life Research; Ethical business; Response ability; Argument; Reading (process); Environmental ethics,,,,,https://link.springer.com/content/pdf/10.1007%2Fs10551-018-3886-2.pdf https://paperity.org/p/98432556/response-ability-practicing-integrity-through-intimacy-in-the-marketplace https://core.ac.uk/display/157800412 https://link.springer.com/article/10.1007/s10551-018-3886-2 https://dialnet.unirioja.es/servlet/articulo?codigo=7378864 https://ideas.repec.org/a/kap/jbuset/v160y2019i1d10.1007_s10551-018-3886-2.html https://philpapers.org/rec/FUKRPI https://core.ac.uk/download/157800412.pdf,http://dx.doi.org/10.1007/s10551-018-3886-2,,10.1007/s10551-018-3886-2,2800424972,,0,001-762-340-776-276; 005-079-412-609-442; 005-624-752-069-252; 008-324-942-827-290; 011-187-008-806-44X; 017-506-290-044-058; 026-865-125-487-69X; 028-768-745-888-353; 035-962-470-446-566; 040-947-935-211-835; 069-213-219-133-856; 084-620-320-144-316; 084-938-617-487-897; 098-550-545-406-310; 099-349-231-635-454; 126-506-371-686-222; 140-773-849-554-848; 141-344-986-780-906; 155-680-914-835-50X; 164-263-278-319-289; 167-334-508-745-748; 170-800-981-851-021; 174-436-741-443-704; 188-844-155-438-161; 193-710-115-929-748,5,true,cc-by,hybrid
063-470-824-137-205,Reconceptualizing CSR in the Media Industry as Relational Accountability,2016-03-03,2016,journal article,Journal of Business Ethics,01674544; 15730697,Springer Science and Business Media LLC,Netherlands,Mollie Painter-Morland; Ghislain Deslandes,"In this paper, we reconceptualize CSR in the media industries by combining empirical data with theoretical perspectives emerging from the communication studies and business ethics literature. We develop a new conception of what corporate responsibility in media organizations may mean in real terms by bringing Bardoel and d’Haenens’ (European Journal of Communication 19 165--194 2004) discussion of the different dimensions of media accountability into conversation with the empirical results from three international focus group studies, conducted in France, the USA and South Africa. To enable a critical perspective on our findings, we perform a philosophical analysis of its implications for professional, public, market, and political accountability in the media, drawing on the insights of Paul Virilio. We come to the conclusion that though some serious challenges to media accountability exist, the battle for responsible media industries is not lost. In fact, the speed characterizing the contemporary media environment may hold some promise for fostering the kind of relational accountability that could underpin a new understanding of CSR in the media.",143,4,665,679,Business ethics; Corporate social responsibility; Sociology; Communication studies; Accountability; Conversation; Philosophical analysis; Media ethics; Public relations; Politics,,,,,https://link.springer.com/article/10.1007/s10551-016-3083-0 https://core.ac.uk/display/42392672 https://EconPapers.repec.org/RePEc:kap:jbuset:v:143:y:2017:i:4:d:10.1007_s10551-016-3083-0 https://dialnet.unirioja.es/servlet/articulo?codigo=7358288 https://ideas.repec.org/a/kap/jbuset/v143y2017i4d10.1007_s10551-016-3083-0.html http://irep.ntu.ac.uk/id/eprint/27265/ https://philpapers.org/rec/PAIRCI https://core.ac.uk/download/42392672.pdf,http://dx.doi.org/10.1007/s10551-016-3083-0,,10.1007/s10551-016-3083-0,2291509077,,0,003-914-873-452-568; 011-111-548-927-823; 011-187-008-806-44X; 012-957-757-831-444; 014-413-047-810-347; 018-676-488-755-363; 021-386-831-744-606; 025-547-393-479-653; 032-017-404-274-502; 032-455-338-106-93X; 032-568-674-088-671; 043-999-218-717-001; 046-881-823-554-71X; 047-128-341-240-28X; 049-728-195-242-94X; 059-874-751-485-052; 060-399-183-805-243; 062-246-856-781-22X; 068-824-815-879-706; 073-393-166-420-039; 074-494-245-016-316; 075-996-969-421-081; 076-789-621-075-514; 080-332-604-183-243; 081-888-647-052-040; 085-928-557-718-581; 086-894-368-284-693; 091-622-419-088-185; 092-454-388-257-631; 097-000-860-202-737; 097-060-515-491-827; 099-843-328-873-620; 101-081-865-502-472; 105-484-690-181-495; 122-294-497-226-697; 129-728-876-884-753; 136-046-077-893-974; 139-641-412-398-758; 150-108-772-584-119; 173-880-399-198-276; 183-742-736-115-353; 189-171-508-512-041,13,true,cc-by,hybrid
063-533-224-659-777,Combining Risk and Responsibility Perspectives: First Steps,2012-12-22,2012,journal article,Journal of Business Ethics,01674544; 15730697,Springer Science and Business Media LLC,Netherlands,Johannes Brinkmann,"Business activity can be analyzed through a ‘risk awareness’ perspective and a ‘responsibility awareness’ perspective. However, risk and responsibility are actually interdependent. Risk-taking triggers responsibility issues and taking responsibility means risking being asked critical questions. This article suggests some first steps for combining these two perspectives conceptually. After several introductory illustrations showing how risk and responsibility issues are intertwined, the article looks separately each at risk and at responsibility. Then the argument that such perspectives could be usefully combined is elaborated further from a theoretical angle and from a practical angle, by looking at various ethical issues and by presenting paradigmatic examples of balancing or sharing risk and responsibility related to leadership, to ERM and to insurance.",112,4,567,583,Business ethics; Sociology; Social responsibility; Risk perception; Interdependence; Perspective (graphical); Risk awareness; Risk management; Argument; Public relations,,,,,https://ideas.repec.org/a/kap/jbuset/v112y2013i4p567-583.html https://dialnet.unirioja.es/servlet/articulo?codigo=4179682 https://link.springer.com/article/10.1007%2Fs10551-012-1558-1 https://brage.bibsys.no/xmlui/handle/11250/93902 https://link.springer.com/article/10.1007/s10551-012-1558-1/fulltext.html https://EconPapers.repec.org/RePEc:kap:jbuset:v:112:y:2013:i:4:p:567-583 https://rd.springer.com/article/10.1007/s10551-012-1558-1 https://link.springer.com/content/pdf/10.1007%2Fs10551-012-1558-1.pdf https://core.ac.uk/download/pdf/52040342.pdf,http://dx.doi.org/10.1007/s10551-012-1558-1,,10.1007/s10551-012-1558-1,1998648676,,0,003-478-878-217-286; 005-161-186-212-131; 006-476-598-255-376; 007-271-282-153-813; 007-367-972-626-485; 010-039-404-768-042; 020-290-242-574-853; 021-545-658-426-465; 029-165-517-254-301; 033-440-790-000-415; 034-762-469-655-958; 037-150-570-771-023; 041-781-348-238-610; 043-903-270-188-814; 046-552-000-284-686; 048-042-039-276-280; 051-236-689-362-74X; 058-774-787-514-21X; 059-628-297-990-484; 063-648-274-549-47X; 067-458-359-436-990; 069-019-213-429-497; 071-577-826-081-284; 074-622-857-431-071; 074-712-514-167-087; 079-018-009-131-149; 080-885-618-157-329; 081-948-158-384-951; 083-934-580-026-397; 084-725-164-042-764; 089-663-275-682-52X; 096-761-437-720-756; 096-994-860-077-769; 097-202-697-758-705; 098-350-802-956-22X; 100-795-671-812-438; 101-261-688-533-355; 105-131-184-033-410; 108-937-602-427-108; 118-568-312-612-286; 119-521-351-973-322; 121-953-861-618-807; 126-092-366-396-792; 133-168-415-539-625; 135-550-032-395-441; 147-279-266-083-66X; 148-237-626-185-194; 155-353-991-348-088; 155-692-957-093-209; 156-423-990-605-377; 162-448-386-239-954; 165-062-139-455-69X; 173-643-395-263-06X; 175-172-783-284-318; 178-934-874-943-793; 179-425-073-765-035; 181-131-311-512-737; 182-584-783-000-201; 185-539-571-547-316; 189-094-423-898-049; 191-299-367-256-586; 197-780-344-179-994,10,true,,green
064-755-832-125-445,A framework for identifying Internet information gatekeepers,2010-10-29,2010,journal article,"International Review of Law, Computers & Technology",13600869; 13646885,Informa UK Limited,United Kingdom,Emily B. Laidlaw,"Issues of freedom of expression, intellectual property and data protection dominate debates concerning Internet governance, and the legal responsibility of gatekeepers is often at the centre of such discussions. A focused analysis is needed on what is meant by the term and how to identify and differentiate between the various gatekeepers. This article traces the historical development of the term gatekeeper and shows how traditional conceptions of gatekeeping are inadequate for the context of the Internet where gatekeeping primarily involves control over the flow, content and accessibility of information. A particular type of gatekeeper will be identified, termed 'Internet Information Gatekeepers', which are those gatekeepers that as a result of their control of the flow of information, control deliberation and participation in democratic culture. This article will then propose a human rights driven framework for identifying and differentiating between the various gatekeepers and their levels of responsibility.",24,3,263,276,The Internet; Human rights; Political science; Deliberation; Context (language use); Internet governance; Intellectual property; Computer security; Public relations; Data Protection Act 1998; Gatekeeping,,,,,https://research-portal.uea.ac.uk/en/publications/a-framework-for-identifying-internet-information-gatekeepers https://ueaeprints.uea.ac.uk/29193/ https://core.ac.uk/display/2775404 https://www.cambridge.org/core/books/regulating-speech-in-cyberspace/framework-for-identifying-internet-information-gatekeepers/B12712F4F64F7DF17E48872FD0E31A14 https://www.tandfonline.com/doi/full/10.1080/13600869.2010.522334 https://core.ac.uk/download/2775404.pdf,http://dx.doi.org/10.1080/13600869.2010.522334,,10.1080/13600869.2010.522334,1976673295,,0,001-420-207-326-946; 010-442-237-397-984; 024-992-998-783-155; 026-573-703-383-442; 029-424-253-406-212; 030-647-310-103-423; 034-893-052-460-047; 036-559-960-561-74X; 038-732-883-892-770; 039-186-845-924-840; 042-844-303-800-501; 045-921-591-050-316; 073-054-838-090-727; 076-243-218-389-308; 077-282-400-918-702; 086-486-624-087-611; 089-879-543-083-076; 092-833-521-767-869; 117-849-350-766-731; 118-655-558-040-295; 123-140-392-837-736; 148-512-354-816-805; 190-867-446-280-660,19,true,,green
064-886-566-735-506,Symbolism over substance? Large law firms and corporate social responsibility,2015-07-03,2015,journal article,Legal Ethics,1460728x; 17578450,Informa UK Limited,,Steven Vaughan; Linden Thomas; Alastair Young,"ABSTRACTAt its core, corporate social responsibility (CSR) concerns the impacts of businesses on their surroundings. Despite their significant economic and geographic presence (and, as a corollary, their potential significant impacts), and despite the varied disciplinary and conceptual lenses used to study CSR, there is very little existing work looking at law firms and their own CSR policies. This paper fills part of that gap. In August 2014, we reviewed the websites of the top 100 English law firms, as ranked by the trade publication The Lawyer. We were interested in public disclosures made by those law firms on CSR. These were widespread. The majority of the top 100 firms say something to the wider world about CSR. However, what is said varies significantly. This is, perhaps, unsurprising. What is more surprising is that so few firms explain why they are committed to CSR. Where firms do make disclosures on CSR, these tend to group around the following three areas: (i) pro bono and community giving; (ii...",18,2,138,163,English law; Corporate social responsibility; Sociology; Legal profession; Work (electrical); Law; Diversity (business); Sustainability; Discipline,,,,Economic and Social Research Council,https://research.birmingham.ac.uk/portal/files/30655482/Vaughan_et_al_Symbolism_over_substance_Legal_Ethics.pdf https://research.birmingham.ac.uk/portal/en/publications/symbolism-over-substance-large-law-firms-and-corporate-social-responsibility(d3d17b35-22ec-4054-93e9-3028e7a8e269).html https://www.tandfonline.com/doi/full/10.1080/1460728x.2015.1119530 http://epapers.bham.ac.uk/2104/ https://philpapers.org/rec/VAUSOS https://core.ac.uk/download/pdf/185487854.pdf,http://dx.doi.org/10.1080/1460728x.2015.1119530,,10.1080/1460728x.2015.1119530,2197028160,,0,,1,true,cc0,hybrid
065-038-446-380-16X,Politicising Government Engagement with Corporate Social Responsibility: “CSR” as an Empty Signifier,2019-11-06,2019,journal article,Journal of Business Ethics,01674544; 15730697,Springer Science and Business Media LLC,Netherlands,Anna Zueva; Jenny Fairbrass,"Governments are widely viewed by academics and practitioners (and society more generally) as the key societal actors who are capable of compelling businesses to practice corporate social responsibility (CSR). Arguably, such government involvement could be seen as a technocratic device for encouraging ethical business behaviour. In this paper, we offer a more politicised interpretation of government engagement with CSR where “CSR” is not a desired form of business conduct but an element of discourse that governments can deploy in structuring their relationships with other social actors. We build our argument through a historical analysis of government CSR discourse in the Russian Federation. Laclau and Mouffe's (Hegemony and socialist strategy: Towards a radical democratic politics,; Verso Books, London, 1985) social theory of hegemony underpins our research. We find that “CSR” in the Russian government’s discourse served to legitimise its power over large businesses. Using this case, we contribute to wider academic debates by providing fresh empirical evidence that allows the development of critical evaluation tools in relation to governments’ engagement with “CSR”. We find that governments are capable of hijacking CSR for their own self-interested gain. We close the paper by reflecting on the merit of exploring the case of the Russian Federation. As a “non-core”, non-western exemplar, it provides a useful “mirror” with which to reflect on the more widely used test-bed of Western industrial democracies when scrutinising CSR. Based on our findings, we invite other scholars to adopt a more critical, politicised stance when researching the role of governments in relation to CSR in other parts of the world.",170,4,635,655,Business ethics; Hegemony; Corporate social responsibility; Government; Political science; Technocracy; Public administration; Argument; Social theory; Floating signifier,,,,,https://philpapers.org/rec/ZUEPGE https://pure.hud.ac.uk/en/publications/politicising-government-engagement-with-corporate-social-responsi https://econpapers.repec.org/article/kapjbuset/v_3a170_3ay_3a2021_3ai_3a4_3ad_3a10.1007_5fs10551-019-04330-5.htm https://ideas.repec.org/a/kap/jbuset/v170y2021i4d10.1007_s10551-019-04330-5.html https://research-portal.uea.ac.uk/en/publications/politicising-government-engagement-with-corporate-social-responsi https://link.springer.com/article/10.1007/s10551-019-04330-5 https://ueaeprints.uea.ac.uk/id/eprint/72722/ https://link.springer.com/content/pdf/10.1007/s10551-019-04330-5.pdf https://core.ac.uk/download/237179128.pdf,http://dx.doi.org/10.1007/s10551-019-04330-5,,10.1007/s10551-019-04330-5,2982338942,,0,000-614-869-372-713; 001-230-938-040-848; 004-023-456-580-857; 005-827-741-627-431; 006-374-421-091-479; 006-868-838-914-952; 007-487-785-492-326; 008-649-073-714-395; 008-672-671-619-57X; 011-822-598-365-719; 013-290-821-556-63X; 013-744-996-715-157; 016-690-306-259-528; 016-740-625-215-891; 017-772-076-395-051; 017-931-008-393-068; 018-517-241-930-205; 021-127-698-966-499; 021-871-327-024-561; 021-996-223-357-58X; 022-874-659-734-180; 023-918-133-478-31X; 024-167-536-582-383; 029-201-508-997-475; 029-311-885-979-245; 029-895-970-348-749; 034-140-387-247-321; 035-556-471-787-086; 036-920-286-803-915; 038-476-696-179-312; 038-659-170-511-511; 038-964-935-115-950; 039-925-078-873-902; 040-444-475-099-031; 041-374-701-869-889; 043-713-485-579-874; 048-185-427-999-85X; 048-912-703-761-847; 049-872-340-153-772; 052-573-869-758-323; 054-942-242-375-453; 055-498-815-134-39X; 055-641-053-118-746; 063-599-820-848-963; 063-828-577-346-846; 066-418-475-393-681; 067-633-147-110-468; 069-200-542-125-386; 071-095-229-290-158; 071-410-672-738-647; 073-419-550-796-762; 074-228-257-808-669; 076-770-090-615-357; 077-506-590-000-424; 078-922-685-861-218; 082-171-985-858-889; 084-384-384-172-859; 087-215-436-143-921; 087-775-792-080-483; 088-541-703-373-976; 090-592-555-205-111; 090-822-457-171-019; 091-390-073-559-276; 092-246-895-593-991; 092-438-341-251-021; 093-708-424-431-195; 098-834-168-907-826; 099-085-870-469-302; 101-388-068-880-346; 107-723-168-338-70X; 109-496-890-012-331; 112-064-283-534-92X; 116-909-945-497-88X; 123-805-386-225-26X; 127-446-242-248-773; 127-460-733-883-537; 130-264-340-073-12X; 132-156-840-221-023; 132-909-852-972-696; 139-347-443-380-502; 139-641-412-398-758; 146-434-676-699-812; 147-515-049-349-208; 150-756-983-846-92X; 151-854-914-488-044; 152-291-274-836-644; 156-445-805-395-409; 159-829-238-372-762; 168-315-243-627-756; 174-824-437-536-388; 178-880-089-431-660; 185-892-322-803-865,9,true,cc-by,hybrid
065-436-990-865-762,Voluntary vaccination: the pandemic effect,2016-12-01,2016,journal article,Legal studies (Society of Legal Scholars),02613875; 1748121x,Wiley-Blackwell,United States,Emma Cave,"Justification of a voluntary vaccination policy in England and Wales rests on tenuous foundations. Two arguments against voluntary vaccination are gaining ground. The first is that globalisation necessitates preparedness strategies for pandemics. Assuming sufficient supply, compulsory vaccination of adults and children constitutes a potential policy option in the context of a severe, vaccine-preventable pandemic outbreak. The second argument is that children have a right to preventive medicine and thus to vaccination. The influence of the UN Convention on the Rights of the Child and its emphasis on parents as the trustees of their children's best interests, and the increasingly global nature of our collective and individual responsibilities with respect to the transmission of vaccine-preventable disease present challenges to the right to refuse vaccination on our own behalf and on behalf of our children. Exploring methods of compulsion and persuasion utilised across Europe, the USA and Australia, this paper argues that necessity and proportionality must be reassessed, and national public health law and policy setting out a graduated and proportionate approach to compulsory vaccination developed as a matter of priority.",37,2,279,304,Proportionality (law); Law; Vaccination policy; Preparedness; Public health law; Best interests; Persuasion; Public administration; Preventive healthcare; Medicine; Pandemic,,,,,https://www.cambridge.org/core/journals/legal-studies/article/voluntary-vaccination-the-pandemic-effect/954D9C720DB9C9258E6AD112B120730D http://onlinelibrary.wiley.com/doi/10.1111/lest.12144/abstract https://www.ncbi.nlm.nih.gov/pmc/articles/PMC7165755 https://www.ncbi.nlm.nih.gov/pubmed/32336855 https://core.ac.uk/display/42130019 http://dro.dur.ac.uk/19020/ https://europepmc.org/article/PMC/PMC7165755 https://pubmed.ncbi.nlm.nih.gov/32336855/ https://dro.dur.ac.uk/19020/ https://www.onlinelibrary.wiley.com/doi/pdf/10.1111/lest.12144 https://core.ac.uk/download/pdf/42130019.pdf,http://dx.doi.org/10.1111/lest.12144,32336855,10.1111/lest.12144,2559808571,PMC7165755,0,001-011-237-647-268; 001-323-694-069-881; 009-243-936-931-376; 010-296-624-158-358; 019-943-702-817-300; 020-651-324-967-475; 021-056-006-226-807; 021-141-152-719-26X; 023-582-321-375-266; 027-540-311-119-357; 032-099-395-616-110; 034-207-294-859-795; 037-594-934-839-357; 042-533-004-372-107; 049-158-118-815-394; 049-499-839-414-22X; 049-828-084-523-747; 052-023-570-456-72X; 054-625-235-495-570; 056-506-144-198-344; 056-873-795-957-046; 062-122-674-259-321; 064-063-469-254-21X; 067-727-341-473-710; 074-346-826-972-344; 077-517-369-508-29X; 077-700-279-909-810; 078-327-267-923-678; 078-506-097-089-775; 078-603-079-821-664; 079-075-364-243-402; 091-504-997-669-160; 093-505-633-365-761; 095-803-377-312-625; 100-451-945-031-235; 106-555-646-311-901; 111-695-395-108-081; 118-623-029-137-706; 121-214-240-909-020; 122-559-781-718-489; 124-709-116-275-298; 129-101-666-136-061; 130-477-452-013-200; 142-256-326-011-796; 149-626-097-678-641; 152-587-238-369-412; 155-377-850-105-927; 161-442-227-249-107; 162-876-028-832-572; 170-178-064-933-639; 176-672-992-584-461,9,true,implied-oa,green
066-492-973-373-38X,Business Ethics: The Promise of Neuroscience,2016-09-01,2016,journal article,Journal of Business Ethics,01674544; 15730697,Springer Science and Business Media LLC,Netherlands,Diana C. Robertson; Christian Voegtlin; Thomas Maak,"Recent advances in cognitive neuroscience research portend well for furthering understanding of many of the fundamental questions in the field of business ethics, both normative and empirical. This article provides an overview of neuroscience methodology and brain structures, and explores the areas in which neuroscience research has contributed findings of value to business ethics, as well as suggesting areas for future research. Neuroscience research is especially capable of providing insight into individual reactions to ethical issues, while also raising challenging normative questions about the nature of moral responsibility, autonomy, intent, and free will. This article also provides a brief summary of the papers included in this special issue, attesting to the richness of scholarly inquiry linking neuroscience and business ethics. We conclude that neuroscience offers considerable promise to the field of business ethics, but we caution against overpromise.",144,4,679,697,Business ethics; Educational neuroscience; Sociology; Neuroscience; Social neuroscience; Neurolaw; Applied ethics; Cultural neuroscience; Information ethics; Philosophy of business,,,,Schweizerischer Nationalfonds zur Förderung der Wissenschaftlichen Forschung,https://www.zora.uzh.ch/id/eprint/128703/ https://repository.upenn.edu/lgst_papers/4/ https://repository.upenn.edu/cgi/viewcontent.cgi?article=1041&context=lgst_papers https://link.springer.com/article/10.1007/s10551-016-3312-6 https://ideas.repec.org/a/kap/jbuset/v144y2017i4d10.1007_s10551-016-3312-6.html https://philpapers.org/rec/ROBBET-5 https://core.ac.uk/display/132269948 https://findanexpert.unimelb.edu.au/scholarlywork/1381987-business-ethics--the-promise-of-neuroscience https://EconPapers.repec.org/RePEc:kap:jbuset:v:144:y:2017:i:4:d:10.1007_s10551-016-3312-6 https://dialnet.unirioja.es/servlet/articulo?codigo=7358892 https://core.ac.uk/download/132269948.pdf,http://dx.doi.org/10.1007/s10551-016-3312-6,,10.1007/s10551-016-3312-6,2510446293,,0,001-392-033-358-650; 001-722-241-718-007; 002-031-805-850-315; 002-771-708-565-620; 003-061-030-358-360; 003-138-158-951-705; 003-159-561-382-63X; 004-336-569-681-598; 004-673-636-224-045; 005-417-916-099-940; 005-804-226-589-563; 005-875-269-720-144; 005-914-210-790-710; 006-075-146-511-802; 006-212-512-126-401; 006-599-774-201-28X; 006-877-937-828-229; 007-481-087-387-169; 007-683-514-366-000; 007-865-600-283-639; 008-068-701-276-440; 008-250-427-534-419; 008-443-971-179-028; 008-752-768-896-207; 009-799-038-677-314; 010-761-106-848-034; 011-109-803-476-140; 011-192-948-082-716; 011-495-056-052-616; 011-694-094-997-401; 011-771-810-727-696; 011-991-829-559-607; 012-126-342-399-795; 013-523-146-502-033; 013-571-503-545-231; 014-034-888-866-871; 014-496-161-206-107; 014-647-923-267-172; 015-393-472-335-250; 016-179-519-573-897; 018-508-064-179-38X; 018-860-694-189-497; 019-061-423-230-772; 022-296-061-229-196; 022-498-527-595-303; 022-613-644-376-266; 023-426-257-893-91X; 023-445-290-584-768; 023-488-415-096-523; 023-604-880-685-054; 024-865-247-050-32X; 027-496-637-446-301; 029-399-252-505-276; 030-015-884-863-995; 030-360-122-723-088; 031-355-214-016-815; 031-555-483-404-695; 033-191-330-859-910; 034-365-363-750-501; 034-875-509-159-985; 035-520-186-558-431; 036-014-224-858-676; 036-816-500-465-938; 038-395-771-476-102; 038-795-517-392-379; 040-124-554-722-271; 041-121-273-681-488; 041-781-348-238-610; 042-004-149-928-512; 042-768-858-757-592; 042-939-908-989-978; 042-978-584-218-916; 043-508-830-129-389; 045-442-291-875-393; 045-463-500-781-91X; 045-581-577-128-377; 045-724-225-808-753; 046-974-170-615-927; 047-710-805-533-982; 049-434-714-360-195; 049-983-311-110-943; 051-244-557-836-448; 051-325-833-983-028; 052-078-147-798-122; 052-197-555-524-034; 052-312-045-043-67X; 052-485-783-457-589; 052-883-550-062-643; 054-164-175-658-497; 054-813-979-411-315; 055-069-578-251-975; 055-382-395-625-314; 056-074-217-064-085; 058-223-589-300-172; 062-060-850-514-942; 063-624-218-761-007; 064-268-686-143-902; 064-661-725-960-819; 064-723-174-140-590; 065-146-334-366-740; 065-464-293-289-729; 067-466-463-247-604; 069-083-282-912-745; 072-545-085-808-510; 076-425-469-163-669; 076-463-415-499-084; 076-742-797-971-103; 079-602-957-527-357; 079-933-724-819-689; 081-009-864-693-06X; 081-289-732-247-147; 081-539-479-651-072; 081-652-464-574-152; 084-876-016-223-465; 087-094-993-093-527; 088-449-049-841-816; 088-544-624-768-72X; 088-691-172-785-130; 094-629-321-433-834; 095-056-220-076-242; 096-022-266-961-379; 096-041-123-022-597; 097-430-810-806-524; 101-106-290-146-339; 102-951-308-181-998; 104-025-429-225-109; 104-858-924-789-071; 107-250-046-589-490; 108-337-370-772-658; 108-355-670-032-984; 109-628-213-112-089; 115-463-205-238-620; 115-673-101-721-699; 118-015-965-350-121; 120-372-436-353-025; 120-843-798-595-898; 125-658-749-519-458; 129-870-658-084-982; 130-009-880-185-722; 132-202-358-194-148; 132-866-499-809-072; 134-724-913-276-283; 139-628-237-366-583; 150-894-755-944-400; 165-253-788-540-095; 166-315-122-800-441; 176-368-360-892-945; 180-814-608-083-415; 189-366-341-041-822,54,true,,green
067-385-038-945-271,Children’s Right to Freedom From Obesity: Responsibilities of the Food Industry,2018-04-03,2018,journal article,Nordic Journal of Human Rights,18918131; 1891814x,Informa UK Limited,United Kingdom,Katharina Ó Cathaoir,"Governments have failed to adequately tackle the rise in childhood obesity rates worldwide. Instead, food and beverage companies are increasingly relied upon to support public health efforts to pre...",36,2,109,131,Public health; Business; Childhood obesity; Right to health; Economic growth; Obesity; Food industry,,,,The University of Copenhagen Excellence Programme for Interdisciplinary Research,https://www.tandfonline.com/doi/abs/10.1080/18918131.2018.1505090 https://core.ac.uk/download/269308844.pdf,http://dx.doi.org/10.1080/18918131.2018.1505090,,10.1080/18918131.2018.1505090,2895741675,,0,,5,true,,green
069-022-378-359-746,Transnational Governance of Workers’ Rights: Outlining a Research Agenda,2008-08-12,2008,journal article,Journal of Business Ethics,01674544; 15730697,Springer Science and Business Media LLC,Netherlands,Niklas Egels-Zandén,"In twentieth century Europe and the USA, industrial relations, labour, and workers’ rights issues have been handled through collective bargaining and industrial agreements between firms and unions, with varying degrees of government intervention from country to country. This industrial relations landscape is currently undergoing fundamental change with the emergence of transnational industrial relations systems that complement existing national industrial relations systems. Despite the significance of this ongoing change, existing research has only started to explore the implications of this change for how workers’ rights are governed around the globe. This paper addresses this gap by outlining an agenda for future research into the transnational governance of workers’ rights. Fulfilling such a research agenda would be both challenging, as it requires combining the so far divergent industrial relations and business ethics research streams, and rewarding, as it provides ample scope for promising future research.",87,2,169,188,Business ethics; Political economy; Corporate social responsibility; Sociology; Economic interventionism; Collective bargaining; Code of conduct; Transnational governance; Industrial relations; Corporate governance; Economic system,,,,,https://EconPapers.repec.org/RePEc:kap:jbuset:v:87:y:2009:i:2:p:169-188 https://link.springer.com/article/10.1007/s10551-008-9877-y https://gupea.ub.gu.se/handle/2077/18840 https://link.springer.com/content/pdf/10.1007%2Fs10551-008-9877-y.pdf http://core.ac.uk/display/16323636 https://gupea.ub.gu.se/bitstream/2077/18840/1/gupea_2077_18840_1.pdf https://guoa.ub.gu.se/handle/2077/18840 https://ideas.repec.org/a/kap/jbuset/v87y2009i2p169-188.html https://www.jstor.org/stable/40294914 https://dialnet.unirioja.es/servlet/articulo?codigo=3009300 https://core.ac.uk/download/16323636.pdf,http://dx.doi.org/10.1007/s10551-008-9877-y,,10.1007/s10551-008-9877-y,1969725096,,0,000-270-953-159-02X; 000-879-921-037-108; 001-181-047-404-072; 001-299-707-443-143; 001-869-535-843-897; 002-324-860-137-175; 002-412-495-737-147; 003-214-425-066-973; 003-362-976-117-137; 004-151-259-507-470; 004-449-732-636-369; 005-083-555-478-787; 005-160-367-925-179; 005-364-427-231-588; 007-121-276-501-902; 007-150-274-167-747; 008-023-819-177-254; 009-526-859-483-37X; 010-570-580-602-38X; 010-688-718-660-018; 011-962-262-667-857; 012-723-709-022-94X; 013-038-314-200-300; 013-948-953-602-309; 014-385-311-251-13X; 014-564-423-781-091; 015-291-868-726-293; 016-151-014-430-415; 016-600-082-851-415; 016-944-211-583-998; 017-586-070-931-184; 017-727-010-953-660; 017-828-310-742-083; 018-159-887-581-414; 019-116-556-307-740; 019-376-146-215-967; 021-768-790-213-537; 022-273-630-092-483; 022-489-031-648-614; 023-618-747-331-369; 023-946-778-401-860; 024-195-858-822-595; 026-095-861-572-886; 027-149-598-421-980; 028-874-753-388-876; 028-974-572-518-385; 029-999-215-584-410; 031-005-343-036-628; 031-512-514-840-618; 032-004-804-982-855; 032-378-046-533-351; 033-274-009-854-56X; 033-285-846-432-309; 033-727-878-414-805; 034-806-536-395-618; 037-680-544-960-988; 037-795-985-384-058; 038-139-192-396-13X; 038-738-246-554-442; 038-817-823-358-245; 039-670-961-113-513; 040-890-795-364-607; 043-418-531-001-52X; 044-313-651-947-42X; 044-594-743-994-796; 045-303-479-189-889; 050-665-035-191-995; 053-220-326-210-954; 053-394-226-493-192; 053-673-864-476-284; 053-753-404-588-058; 054-420-262-525-406; 054-889-279-049-272; 056-138-129-674-289; 056-440-349-691-723; 057-905-200-954-453; 059-516-291-335-028; 060-519-079-711-101; 061-442-625-843-114; 062-501-846-641-595; 063-209-535-849-32X; 063-976-672-475-229; 064-137-761-896-358; 064-321-192-138-660; 064-980-246-016-490; 066-063-257-778-743; 066-498-737-571-111; 067-929-403-105-768; 068-751-210-457-661; 069-280-264-531-116; 072-082-358-076-40X; 073-763-070-729-694; 075-398-850-876-396; 075-661-130-821-739; 078-050-601-442-150; 080-013-551-675-042; 080-613-474-290-657; 080-665-877-144-245; 082-663-894-393-642; 084-028-895-969-869; 085-504-692-631-105; 087-942-160-646-165; 090-993-352-547-901; 091-027-897-010-466; 091-498-532-105-295; 096-893-169-185-439; 097-689-037-839-021; 098-961-837-238-597; 100-503-022-197-140; 105-174-390-664-395; 107-485-903-704-307; 111-546-723-856-486; 112-621-244-113-259; 113-287-587-264-142; 113-598-941-735-575; 116-995-029-372-049; 118-376-413-764-653; 118-576-079-747-626; 118-880-958-844-808; 119-988-957-376-96X; 122-163-565-775-656; 123-132-798-455-615; 125-896-346-967-209; 126-108-313-538-738; 128-341-929-119-076; 132-264-581-075-022; 132-770-034-969-299; 134-520-142-381-864; 137-733-250-093-227; 141-552-865-624-989; 141-851-907-223-674; 143-589-729-046-223; 144-381-324-316-663; 144-837-400-868-578; 149-620-499-530-781; 151-057-191-598-378; 153-154-367-523-095; 153-526-263-975-534; 154-633-233-153-775; 156-111-299-822-446; 157-470-127-263-343; 158-822-034-330-458; 160-131-823-246-274; 162-874-667-296-279; 163-010-174-640-893; 172-886-453-156-968; 175-286-827-257-553; 178-586-616-660-338; 182-454-681-169-449; 185-363-692-179-517; 195-577-788-258-064; 196-657-282-078-96X,29,true,,green
069-904-185-687-203,Exploring Employee Engagement with (Corporate) Social Responsibility: A Social Exchange Perspective on Organisational Participation,2014-01-28,2014,journal article,Journal of Business Ethics,01674544; 15730697,Springer Science and Business Media LLC,Netherlands,Richard Slack; Sandra Corlett; Rachael Morris,"Corporate social responsibility (CSR) is a recognised and common part of business activity. Some of the regularly cited motives behind CSR are employee morale, recruitment and retention, with employees acknowledged as a key organisational stakeholder. Despite the significance of employees in relation to CSR, relatively few studies have examined their engagement with CSR and the impediments relevant to this engagement. This exploratory case study-based research addresses this paucity of attention, drawing on one to one interviews and observation in a large UK energy company. A diversity of engagement was found, ranging from employees who exhibited detachment from the CSR activities within the company, to those who were fully engaged with the CSR activities, and to others who were content with their own personal, but not organisational, engagement with CSR. A number of organisational context impediments, including poor communication, a perceived weak and low visibility of CSR culture, and lack of strategic alignment of CSR to business and personal objectives, served to explain this diversity of employee engagement. Social exchange theory is applied to help explore the volition that individual employees have towards their engagement with CSR activities, and to consider the implications of an implicit social, rather than explicit economic, contract between an organisation and its employees in their engagement with CSR.",127,3,537,548,Business ethics; Corporate social responsibility; Business; Social exchange theory; Stakeholder; Diversity (business); Employee morale; Public relations; Social engagement; Employee engagement,,,,,https://link.springer.com/article/10.1007/s10551-014-2057-3 http://nrl.northumbria.ac.uk/15647/ http://dro.dur.ac.uk/11565/ https://dro.dur.ac.uk/11565/ https://dialnet.unirioja.es/servlet/articulo?codigo=5983506 https://ideas.repec.org/a/kap/jbuset/v127y2015i3p537-548.html https://researchportal.northumbria.ac.uk/en/publications/exploring-employee-engagement-with-corporate-social-responsibility-a-social-exchange-perspective-on-organisational-participation(242ada07-03e1-465c-b09c-1cd9c77310de).html https://rd.springer.com/article/10.1007/s10551-014-2057-3 https://philpapers.org/rec/SLAEEE https://researchportal.northumbria.ac.uk/en/publications/exploring-employee-engagement-with-corporate-social-responsibilit https://researchportal.northumbria.ac.uk/files/2986230/Exploring_employee_engagement_with_CSR-_a_SET_perspective_R%2526R_fv_(1).pdf https://EconPapers.repec.org/RePEc:kap:jbuset:v:127:y:2015:i:3:p:537-548 https://core.ac.uk/download/19754979.pdf,http://dx.doi.org/10.1007/s10551-014-2057-3,,10.1007/s10551-014-2057-3,2075757444,,0,001-076-182-762-521; 001-661-212-452-24X; 001-800-439-642-176; 003-559-007-480-905; 006-489-438-047-749; 009-627-096-122-615; 009-980-637-097-123; 013-011-086-953-342; 014-786-050-574-025; 014-904-025-590-079; 018-830-802-503-897; 023-249-951-775-206; 024-639-275-379-645; 025-267-985-445-653; 026-646-274-108-972; 027-788-678-459-437; 029-066-810-064-917; 032-954-123-117-769; 033-445-837-262-66X; 033-733-407-313-603; 034-694-858-815-546; 034-884-431-260-18X; 036-289-903-245-161; 043-176-395-958-175; 045-669-816-406-28X; 047-821-353-836-06X; 050-189-679-403-91X; 050-460-053-145-58X; 051-640-759-879-037; 051-874-175-549-837; 051-875-265-995-253; 053-446-588-539-508; 053-690-397-234-837; 053-801-686-095-414; 060-571-945-430-102; 061-829-988-617-171; 062-110-807-031-390; 062-246-052-925-531; 062-695-470-493-78X; 063-397-576-968-81X; 063-582-002-576-213; 064-765-356-944-042; 066-400-343-948-766; 067-929-257-899-036; 070-782-333-253-179; 071-426-021-349-29X; 074-009-366-940-837; 080-254-144-381-167; 084-631-442-150-275; 084-725-164-042-764; 091-585-319-872-415; 092-655-847-198-572; 095-804-705-122-631; 096-277-967-721-057; 097-868-677-552-153; 103-318-253-585-268; 103-953-462-326-302; 113-457-825-910-285; 115-373-591-444-545; 116-612-010-699-366; 120-717-959-452-277; 127-356-618-215-912; 127-887-689-461-574; 128-519-086-015-927; 130-074-915-744-08X; 133-755-205-634-292; 135-938-756-187-104; 138-550-284-951-001; 140-833-506-706-565; 141-424-035-303-573; 142-713-727-051-933; 153-972-102-430-103; 156-208-441-443-940; 160-011-540-883-71X; 160-629-681-658-086; 167-861-594-626-968; 180-813-779-294-458; 182-199-495-327-639,170,true,,green
070-419-947-554-607,THE UK STEWARDSHIP CODE: ON THE ROAD TO NOWHERE?,2015-07-03,2015,journal article,Journal of Corporate Law Studies,14735970; 17578426,Informa UK Limited,United Kingdom,Arad Reisberg,"In this article I seek to demonstrate that, as drafted, the UK Stewardship Code (SC) is trivial, absent of meaning and incapable of achieving its goals. I will begin by demonstrating how little it has achieved to date and can expect to achieve in the future. In doing so, I will reconsider arguments, advanced elsewhere, concerning the conceptual problems with the SC, specifically: how it is drafted and upon what it focuses. I will then advance new concerns about the practical issues of the SC that make it a blunt tool of corporate governance but go on to show that there are a number of potential ways to change this. In doing so, I hope to provide the impetus to divert the SC from its current path, travelling along the road to nowhere, and instead seek a journey that not only has a destination but a much more promising one.",15,2,217,253,Shareholder; Political science; Institutional investor; Stewardship Code; Stewardship; Meaning (existential); Corporate governance; Public relations,,,,,https://bura.brunel.ac.uk/bitstream/2438/20620/2/FullText.pdf https://discovery.ucl.ac.uk/id/eprint/1464513 https://bura.brunel.ac.uk/handle/2438/20620 https://core.ac.uk/display/29412529 https://www.tandfonline.com/doi/full/10.1080/14735970.2015.1044771 https://core.ac.uk/download/pdf/29412529.pdf,http://dx.doi.org/10.1080/14735970.2015.1044771,,10.1080/14735970.2015.1044771,2127251875,,0,,55,true,,green
070-874-241-617-172,"Coltan from Central Africa, international trade and implications for any certification",,2012,journal article,Resources Policy,03014207,Elsevier BV,United Kingdom,Raimund Bleischwitz; Monika Dittrich; Chiara Pierdicca,"The exploitation of coltan in Central Africa can be considered a case of conflict minerals due to its nature. Many international organizations and bodies, national governments and private sector organizations seek to address this conflict, in particular via transparency, certification and accountability along the material supply chain. This paper analyses the international trade dimension of coltan and gives evidence on the dimension of illicit trade of coltan. The authors start from the hypothesis that illicit trade of coltan sooner or later will enter the market and will be reflected in the statistics. The paper is structured in the following manner: first, a short section gives a profile of coltan production and markets; second, an overview of the mining situation in the Democratic Republic of Congo (DRC) and related actors. The third section addresses mechanisms, actors and measurement issues involved in the international trade of coltan. The final part draws lessons for certification and conflict analysis and offers some guidance for future research.; ; The paper identifies two main possible gateways to trace illegal trade in coltan: the neighboring countries, especially Rwanda, and the importing countries for downstream production, in particular China. Our estimation is that the value of such illicit trade comes close to $27 million annually (2009), roughly one-fifth of the world market volume for tantalum production. With regard to any certification the paper concludes that this will become challenging for business and policy: (a) Central Africa currently is the largest supplier of coltan on the world market, many actors profit from the current situation and possess abilities to hide responsibility; (b) China will need to accept more responsibility, a first step would be the acceptance of the OECD guidelines on due diligence; (c) better regional governance in Central Africa comprises of resource taxation, a resource fund and fiscal coordination. An international task force may provide more robust data, however more research will also be needed.",37,1,19,29,Private sector; Conflict analysis; International trade; Economics; Profit (economics); Accountability; Coltan; Due diligence; Corporate governance; Certification,,,,,https://www.researchgate.net/profile/Raimund_Bleischwitz/publication/254409513_Coltan_from_Central_Africa_international_trade_and_implications_for_any_certification/links/02e7e5182383701c86000000.pdf https://www.sciencedirect.com/science/article/pii/S0301420711000833 http://www.sciencedirect.com/science/article/pii/S0301420711000833 https://econpapers.repec.org/RePEc:eee:jrpoli:v:37:y:2012:i:1:p:19-29 http://www.coleurope.eu/sites/default/files/research-paper/beep23.pdf https://epub.wupperinst.org/frontdoor/index/index/docId/4184 https://ideas.repec.org/a/eee/jrpoli/v37y2012i1p19-29.html http://aei.pitt.edu/58455/1/beep23.pdf https://epub.wupperinst.org/files/4184/4184_Bleischwitz.pdf https://discovery.ucl.ac.uk/id/eprint/1403597 https://www.coleurope.eu/sites/default/files/research-paper/beep23.pdf https://core.ac.uk/download/35139494.pdf,http://dx.doi.org/10.1016/j.resourpol.2011.12.008,,10.1016/j.resourpol.2011.12.008,1972748439,,0,012-846-524-503-341; 017-348-119-783-650; 021-623-494-199-112; 039-735-462-414-199; 048-533-862-336-418; 074-017-580-987-089; 089-074-129-465-572; 094-030-746-000-961; 109-805-225-403-38X; 116-509-315-302-360; 120-605-506-072-136; 123-188-276-779-367; 196-997-474-533-964,61,true,cc-by-nc-nd,green
071-063-763-881-517,Development of a Scale Measuring Discursive Responsible Leadership,2011-09-27,2011,journal article,Journal of Business Ethics,01674544; 15730697,Springer Science and Business Media LLC,Netherlands,Christian Voegtlin,"The paper advances the conceptual understanding of responsible leadership and develops an empirical scale of discursive responsible leadership. The concept of responsible leadership presented here draws on deliberative practices and discursive conflict resolution, combining the macro-view of the business firm as a political actor with the micro-view of leadership. Ideal responsible leadership conduct thereby goes beyond the dyadic leader–follower interaction to include all stakeholders. The paper offers a definition and operationalization of responsible leadership. The studies that have been conducted to develop the discursive responsible leadership scale validated the scale, discriminated it from other leadership scales, and demonstrated its utility in affecting unethical behavior and job satisfaction in organizations. Responsible leadership is shown to be first, dependent on the hierarchical level in an organization; second, capable of reducing unethical treatment of employees; and finally, a means of enhancing the job satisfaction of employees. The paper concludes with study limitations, future research directions and practical implications.",98,1,57,73,Sociology; Ethical leadership; Leadership style; Neuroleadership; Leadership Scale; Public relations; Servant leadership; Transactional leadership; Leadership studies; Shared leadership,,,,,https://philpapers.org/rec/VOEDOA https://link.springer.com/chapter/10.1007%2F978-94-007-3995-6_6 https://rd.springer.com/article/10.1007/s10551-011-1020-9 https://core.ac.uk/display/11281132 https://www.zora.uzh.ch/id/eprint/50116/ https://EconPapers.repec.org/RePEc:kap:jbuset:v:98:y:2011:i:1:p:57-73 https://www.zora.uzh.ch/id/eprint/50116/1/ZORA_NL_50116.pdf https://dialnet.unirioja.es/servlet/articulo?codigo=3799498 https://ideas.repec.org/a/kap/jbuset/v98y2011i1p57-73.html https://www.zora.uzh.ch/id/eprint/50116/1/ZORA_NL_50116.pdf,http://dx.doi.org/10.1007/s10551-011-1020-9,,10.1007/s10551-011-1020-9,2003049512,,0,000-807-619-652-393; 003-435-254-497-208; 003-882-341-357-064; 004-339-165-285-752; 005-805-453-463-041; 007-042-092-181-558; 008-549-930-557-331; 009-106-175-722-797; 009-539-685-541-092; 010-854-534-444-434; 010-908-801-728-521; 011-542-493-681-567; 012-160-431-872-723; 013-520-136-341-99X; 013-744-996-715-157; 014-978-001-755-328; 017-697-821-107-308; 022-736-809-009-641; 025-616-051-964-102; 026-892-657-810-885; 028-397-989-939-612; 028-875-539-222-730; 029-289-608-902-946; 033-171-354-077-456; 036-454-338-409-608; 037-930-907-536-81X; 041-781-348-238-610; 042-178-112-531-343; 042-679-082-377-482; 042-815-235-715-838; 043-850-142-588-171; 045-358-872-582-466; 046-845-274-598-34X; 048-263-082-469-140; 050-946-760-593-98X; 053-235-285-847-415; 055-473-254-040-48X; 055-926-715-227-669; 059-453-393-498-922; 062-574-879-356-384; 063-698-860-354-048; 064-887-383-288-381; 066-360-146-867-808; 067-112-302-895-565; 068-223-572-986-06X; 073-048-853-203-389; 082-102-979-543-718; 085-760-995-285-660; 091-585-319-872-415; 091-840-265-721-341; 092-459-737-286-258; 094-948-567-377-80X; 097-213-764-422-536; 102-128-084-819-508; 105-259-643-494-287; 112-217-930-679-426; 112-840-174-850-172; 113-987-987-085-773; 114-708-546-999-125; 116-953-447-460-185; 127-356-618-215-912; 129-442-252-333-618; 134-482-017-445-967; 134-498-861-764-37X; 136-801-286-333-822; 137-908-839-348-386; 138-334-704-586-850; 150-320-236-572-470; 158-479-450-610-920; 159-452-444-252-73X; 160-801-631-921-028; 162-318-741-734-445; 164-920-249-352-415; 172-355-862-022-116; 173-643-395-263-06X; 175-860-603-488-030; 176-013-679-580-844; 176-362-207-441-710; 178-397-057-385-09X; 178-934-874-943-793; 182-199-495-327-639; 190-904-157-956-193; 191-370-710-675-251,103,true,,green
071-084-371-767-777,Legitimacy-Seeking Organizational Strategies in Controversial Industries: A Case Study Analysis and a Bidimensional Model,2012-11-29,2012,journal article,Journal of Business Ethics,01674544; 15730697,Springer Science and Business Media LLC,Netherlands,Jon Reast; François Maon; Adam Lindgreen; Joëlle Vanhamme,"Controversial industry sectors, such as alcohol, gambling, and tobacco, though long-established, suffer organizational legitimacy problems. The authors consider various strategies used to seek organizational legitimacy in the U.K. casino gambling market. The findings are based on a detailed, multistakeholder case study pertaining to a failed bid for a regional supercasino. They suggest four generic strategies for seeking organizational legitimacy in this highly complex context: construing, earning, bargaining, and capturing, as well as pathways that combine these strategies. The case analysis and proposed bidimensional model of generic legitimacy-seeking strategies contribute to limited literature on organizational legitimacy in controversial industry sectors. In addition, beyond organizations active in controversial contexts, this study and its implications are useful for individuals and organizations supporting or opposing the organizational legitimacy of organizations in controversial industries.",118,1,139,153,Business ethics; Corporate social responsibility; Sociology; Quality of Life Research; Context (language use); Organizational legitimacy; Study analysis; Public relations; Legitimacy; Case analysis,,,,,https://research.cbs.dk/en/publications/legitimacy-seeking-organizational-strategies-in-controversial-ind https://ideas.repec.org/a/kap/jbuset/v118y2013i1p139-153.html https://dialnet.unirioja.es/servlet/articulo?codigo=4514747 https://philpapers.org/rec/REALOS https://link.springer.com/article/10.1007/s10551-012-1571-4 https://core.ac.uk/display/20665571 https://econpapers.repec.org/RePEc:kap:jbuset:v:118:y:2013:i:1:p:139-153 https://core.ac.uk/download/42511994.pdf,http://dx.doi.org/10.1007/s10551-012-1571-4,,10.1007/s10551-012-1571-4,2019758492,,0,002-026-122-868-261; 002-800-351-395-955; 005-681-933-771-973; 008-982-316-458-736; 009-627-096-122-615; 010-942-657-615-432; 012-805-278-438-570; 019-506-731-233-421; 020-175-810-363-509; 022-512-643-506-628; 022-774-738-500-720; 027-339-723-966-830; 027-610-501-516-151; 027-827-119-143-849; 028-788-459-707-281; 029-131-078-375-658; 032-642-976-590-491; 040-974-048-617-621; 043-218-037-984-712; 044-314-724-436-087; 047-084-373-523-100; 047-959-249-158-205; 049-030-542-806-224; 050-187-110-687-218; 052-802-334-885-429; 053-835-099-365-104; 053-841-132-874-164; 054-578-520-377-646; 064-091-717-837-982; 064-438-261-806-271; 068-692-884-780-054; 069-259-438-012-556; 073-318-678-622-857; 074-495-464-566-072; 074-746-128-188-221; 075-776-744-485-565; 078-021-346-371-902; 078-972-263-156-32X; 085-138-666-150-298; 085-449-553-969-879; 087-139-739-190-74X; 089-909-733-609-459; 094-213-099-107-472; 096-599-803-885-591; 097-213-764-422-536; 099-609-400-470-338; 101-131-700-357-521; 106-330-493-554-488; 106-339-103-219-504; 106-458-055-177-080; 106-924-969-880-528; 108-252-088-644-027; 111-139-833-516-820; 112-697-718-860-231; 113-377-188-742-45X; 115-482-499-323-938; 122-565-924-568-424; 123-492-128-061-384; 123-694-573-650-975; 123-786-714-136-151; 123-899-687-687-732; 132-793-377-295-056; 135-456-514-258-043; 150-005-284-621-599; 172-001-728-855-119; 172-434-169-928-097; 172-999-637-082-271; 174-471-746-238-834; 188-167-256-417-532; 188-264-321-012-801; 190-606-366-200-637; 190-806-052-959-233,73,true,,green
072-421-044-554-441,Criminological reflections on the regulation and governance of labour exploitation,2019-07-18,2019,journal article,Trends in Organized Crime,10844791; 19364830,Springer Science and Business Media LLC,United States,Jon Davies,"The regulation and governance of labour exploitation is a well-researched area across numerous disciplines. Common approaches towards regulating labour exploitation in businesses and supply chains include state interventions to tackle organised crime via the criminal justice system. However, due to strict criminal-legal definitions, these interventions are only possible when targeting severe exploitation. This emphasis means that a large amount of non-criminalised exploitation risks being overlooked. The purpose of this paper is to argue that non-state regulation is an important element in preventing routinised forms of labour exploitation, whereby a criminological perspective would help to understand and better prevent such practices. The paper examines state regulation, self-regulation of businesses, and trade union activity, which together addresses a wider range of labour exploitation. Semi-structured interviews from workers and supply chain stakeholders in the UK agri-food industry are used to inform this discussion. The governance of labour exploitation in relation to business activities has broader implications for the disciplinary areas of regulation and (corporate) criminology, whereby the former tends to prioritise restorative and persuasive approaches, whereas the latter focuses on deterrence and coercion. Ultimately, drawing together different strands of regulation into a hybrid approach is useful not only due to socio-political processes, but is arguably the most helpful in addressing routinised exploitation.",23,1,57,76,Criminal justice; Supply chain; Political economy; Business; Element (criminal law); Organised crime; Coercion; Trade union; Corporate governance; Deterrence theory,,,,European Research Council,https://link.springer.com/10.1007/s12117-019-09370-x https://link.springer.com/article/10.1007/s12117-019-09370-x https://core.ac.uk/download/363942160.pdf,http://dx.doi.org/10.1007/s12117-019-09370-x,,10.1007/s12117-019-09370-x,2963125578,,0,003-699-954-697-381; 005-859-974-592-555; 006-548-156-019-106; 007-662-376-003-494; 008-726-510-567-837; 010-606-186-820-276; 013-272-087-157-853; 014-741-260-085-01X; 020-130-904-539-721; 021-396-495-139-27X; 023-842-171-685-637; 032-951-582-126-775; 032-999-864-725-170; 037-286-165-881-598; 039-119-194-430-328; 041-369-932-044-562; 041-864-257-420-306; 045-782-939-318-823; 050-305-876-527-685; 066-826-510-043-904; 069-776-616-934-103; 070-917-334-633-996; 073-559-712-368-854; 075-710-844-955-550; 078-052-823-856-323; 080-264-089-074-808; 084-852-121-243-031; 088-245-800-256-791; 091-486-082-949-600; 092-226-095-941-902; 092-351-863-084-37X; 099-254-565-430-860; 100-826-047-005-244; 103-924-543-469-118; 105-829-264-037-037; 107-970-504-200-661; 112-990-368-170-654; 117-074-715-089-323; 129-072-732-483-054; 133-547-364-718-390; 134-094-500-696-50X; 136-768-061-352-561; 137-172-378-603-284; 137-455-281-313-803; 144-433-961-719-23X; 146-353-177-494-914; 156-569-357-442-391; 158-593-131-061-038; 165-047-976-590-228; 175-873-636-978-493; 177-768-077-142-881; 180-381-234-424-615; 194-867-806-864-674,4,true,,
072-696-430-848-918,Corporate Governance in a Risk Society,2013-11-10,2013,journal article,Journal of Business Ethics,01674544; 15730697,Springer Science and Business Media LLC,Netherlands,Anselm Schneider; Andreas Georg Scherer,"Under conditions of growing interconnectedness of the global economy, more and more stakeholders are exposed to risks and costs resulting from business activities that are neither regulated nor compensated for by means of national governance. The changing distribution of risks poses a threat to the legitimacy of business firms that normally derive their legitimacy from operating in compliance with the legal rules of democratic nation states. However, during the process of globalization, the regulatory power of nation states has been weakened and many production processes have been shifted to states with weak regulatory frameworks where businesses operate outside the reach of the democratic nation state. As a result, business firms have to address the various legitimacy challenges of their operations directly and cannot rely upon the legitimacy of their regulatory environment. These developments challenge the dominant approach to corporate governance that regards shareholders as the only stakeholder group in need of special protection due to risks not covered by contracts and legal regulations. On the basis of these considerations, we argue for a democratization of corporate governance structures in order to compensate for the governance deficits in their regulatory environment and to cope with the changing allocation of risks and costs. By way of democratic involvement of various stakeholders, business firms may be able to mitigate the redistribution of individual risk and address the resulting legitimacy deficits even when operating under conditions of regulatory gaps and governance failure.",126,2,309,323,Business ethics; Shareholder; Economics; Globalization; Nation state; Risk society; Market economy; Corporate governance; Legitimacy; Economic system; Interconnectedness,,,,,https://link.springer.com/article/10.1007%2Fs10551-013-1943-4 https://philpapers.org/rec/SCHCGI https://ideas.repec.org/a/kap/jbuset/v126y2015i2p309-323.html https://link.springer.com/content/pdf/10.1007%2Fs10551-013-1943-4.pdf https://rd.springer.com/article/10.1007%2Fs10551-013-1943-4 https://dialnet.unirioja.es/servlet/articulo?codigo=5971392 https://econpapers.repec.org/RePEc:kap:jbuset:v:126:y:2015:i:2:p:309-323 http://www.zora.uzh.ch/85053/1/2013.10._AS_Corporate-governance-in-risk-society.pdf,http://dx.doi.org/10.1007/s10551-013-1943-4,,10.1007/s10551-013-1943-4,2074671029,,0,000-742-487-988-420; 001-475-520-664-296; 001-917-520-982-687; 003-549-390-618-743; 004-622-734-126-502; 005-508-948-288-037; 006-462-415-432-791; 006-556-535-598-814; 006-988-211-347-540; 011-582-120-011-399; 011-891-864-091-984; 012-723-709-022-94X; 013-744-996-715-157; 014-343-045-734-116; 014-455-741-938-215; 014-815-269-477-123; 015-271-876-692-523; 015-613-445-349-392; 015-957-234-354-449; 016-211-341-835-761; 016-411-180-460-079; 016-901-241-609-837; 018-176-609-189-345; 019-654-800-746-269; 020-301-361-191-936; 020-736-087-760-763; 023-933-310-973-668; 027-599-590-075-102; 029-289-608-902-946; 029-932-852-932-389; 030-289-951-958-715; 030-610-897-623-903; 032-373-285-750-908; 033-018-752-664-276; 036-219-297-272-122; 036-545-090-243-053; 037-771-409-498-640; 041-145-303-622-646; 043-968-304-793-017; 045-651-413-534-310; 047-265-308-873-81X; 047-956-103-670-368; 048-219-421-656-04X; 049-696-545-462-309; 050-199-112-545-182; 052-802-334-885-429; 054-478-128-900-094; 056-684-682-316-370; 058-425-695-070-10X; 061-892-183-428-252; 062-110-807-031-390; 063-156-702-271-048; 064-575-636-131-508; 065-452-535-679-482; 066-125-401-014-328; 067-621-814-824-950; 072-874-809-413-504; 073-756-537-695-358; 074-422-134-216-275; 076-075-984-518-332; 078-150-833-481-659; 080-320-488-377-076; 080-795-394-860-031; 082-465-046-313-630; 085-109-384-701-255; 086-077-195-670-27X; 088-268-048-016-838; 088-366-908-292-840; 092-962-151-098-661; 093-198-496-282-347; 094-948-567-377-80X; 095-038-540-837-267; 095-869-566-874-928; 097-122-659-900-993; 097-213-764-422-536; 097-321-603-185-507; 100-829-180-445-218; 101-666-757-555-538; 104-709-061-868-604; 105-039-924-491-459; 106-619-997-653-532; 107-722-589-922-010; 110-271-367-146-499; 112-246-547-971-857; 112-249-208-692-435; 113-813-475-985-700; 114-552-484-094-639; 117-892-302-288-185; 122-138-248-707-778; 122-282-906-320-038; 124-006-637-565-45X; 125-734-830-219-905; 125-882-702-560-062; 126-063-152-762-061; 126-279-711-872-033; 134-802-291-364-246; 136-081-918-958-220; 136-598-919-519-82X; 142-335-072-116-63X; 145-947-370-234-382; 146-668-914-644-270; 150-320-236-572-470; 150-855-021-395-930; 153-214-669-522-137; 154-633-233-153-775; 155-879-175-881-390; 156-953-577-173-011; 158-283-553-942-595; 158-479-450-610-920; 159-128-520-969-018; 159-140-558-114-631; 160-874-392-927-162; 161-313-334-248-942; 171-174-854-173-10X; 173-533-732-162-714; 175-035-978-138-520; 176-925-051-081-371; 178-041-802-665-570; 178-397-057-385-09X; 178-628-496-923-596; 182-170-415-856-399; 182-199-495-327-639; 189-789-456-400-156; 194-132-567-945-129; 194-642-974-206-833; 196-328-065-901-326; 199-325-995-306-262,28,true,,green
072-944-398-606-07X,The Role of ‘High Potentials’ In Integrating and Implementing Corporate Social Responsibility,,2011,journal article,Journal of Business Ethics,01674544; 15730697,Springer Science and Business Media LLC,Netherlands,Adam Lindgreen; Valérie Swaen; David Harness; Marrieke Hoffmann,"The Samenleving and Bedrijf (S&B) network of Dutch organizations seeks to embed corporate social responsibility (CSR) within business practices but faces challenges with regard to how to do so across various organizational practices, processes, and policies. The integration of CSR demands cultural change driven by senior management and other change agents, who push CSR principles throughout the organization. This study examines the change processes that S&B member organizations have initiated, with a particular focus on the role of high potentials—those persons who have been selected for the fast track into senior management. Interviews with nine S&B organizations document their levels of CSR integration and implementation, the role of senior managers, and the effects of high potentials’ competencies on the realignment process. High potentials have the ability and opportunity to act as CSR change agents, but organizations’ expectations of their purposes as future senior managers prevented them from doing so. In the existing organizational cultures, leadership focused on economic success, and the CSR implementation process had just initiated. Therefore, a measure of CSR embeddedness might refer to the performance measurement and expectations of high potentials as potential CSR change agents.",99,1,73,91,Business ethics; Corporate social responsibility; Performance measurement; Sociology; Quality of Life Research; Senior management; Public relations; Process (engineering); Embeddedness; Organizational culture,,,,,https://rd.springer.com/article/10.1007/s10551-011-1168-3 https://research.cbs.dk/en/publications/the-role-of-high-potentials-in-integrating-and-implementing-corpo https://link.springer.com/article/10.1007%2Fs10551-011-1168-3/fulltext.html http://orca.cf.ac.uk/id/eprint/33721 https://dial.uclouvain.be/pr/boreal/object/boreal:116606 https://philpapers.org/rec/LINTRO-13 https://ideas.repec.org/a/kap/jbuset/v99y2011i1p73-91.html https://halshs.archives-ouvertes.fr/halshs-00585646 https://hull-repository.worktribe.com/output/428976 https://econpapers.repec.org/RePEc:kap:jbuset:v:99:y:2011:i:1:p:73-91 https://dialnet.unirioja.es/servlet/articulo?codigo=3853835 https://link.springer.com/article/10.1007%2Fs10551-011-1168-3 https://core.ac.uk/display/9710041 https://core.ac.uk/download/9710041.pdf,http://dx.doi.org/10.1007/s10551-011-1168-3,,10.1007/s10551-011-1168-3,2074789879,,0,002-465-563-089-76X; 008-043-822-452-85X; 012-459-789-068-736; 014-279-750-052-045; 015-271-876-692-523; 021-316-759-088-902; 022-046-459-778-046; 022-774-738-500-720; 026-895-802-475-205; 029-516-154-140-912; 034-333-571-515-796; 036-289-903-245-161; 043-680-907-737-847; 047-307-748-236-518; 050-946-760-593-98X; 053-690-397-234-837; 055-127-219-449-931; 055-498-815-134-39X; 070-599-112-657-422; 071-234-624-093-856; 074-624-837-197-037; 077-567-241-057-683; 077-892-157-150-649; 082-996-648-359-76X; 087-626-477-890-591; 088-919-850-566-219; 093-302-960-545-890; 093-599-974-666-052; 094-679-689-603-382; 097-106-240-878-31X; 098-700-441-844-448; 100-944-053-407-212; 103-966-653-879-172; 104-753-796-319-313; 110-602-220-872-676; 112-217-930-679-426; 122-401-190-240-268; 126-506-371-686-222; 132-085-391-819-04X; 134-207-976-723-743; 136-618-484-745-187; 139-378-337-071-572; 143-019-695-237-069; 144-761-487-564-80X; 149-829-768-285-065; 150-756-983-846-92X; 164-504-272-148-997; 173-406-328-300-925; 173-643-395-263-06X; 186-324-864-013-13X,21,true,,green
075-447-293-212-316,The Importance of Customer Expectations: An Analysis of CSR in Container Shipping,2018-11-11,2018,journal article,Journal of Business Ethics,01674544; 15730697,Springer Science and Business Media LLC,Netherlands,Lijun Tang; Victor Gekara,,165,3,383,393,,,,,,https://core.ac.uk/download/161770423.pdf,http://dx.doi.org/10.1007/s10551-018-4062-4,,10.1007/s10551-018-4062-4,,,0,001-662-267-806-775; 010-369-234-826-191; 015-271-876-692-523; 016-191-889-986-762; 016-321-890-559-912; 016-632-904-775-324; 019-806-548-132-918; 026-158-128-508-625; 027-625-335-553-863; 028-298-115-858-367; 032-796-113-665-744; 035-556-471-787-086; 040-367-306-130-193; 044-587-713-594-446; 045-252-335-169-056; 045-587-309-910-554; 056-624-582-263-377; 076-713-970-127-238; 077-378-177-504-502; 092-792-658-052-321; 112-754-061-155-797; 115-482-499-323-938; 120-429-978-390-167; 124-783-067-801-698; 135-690-174-979-180; 151-192-012-542-881; 155-099-470-549-377; 158-325-005-009-107; 163-301-620-589-291; 167-114-839-011-170,11,true,,green
076-856-973-700-560,The Deliberate Engagement of Narcissistic CEOs in Earnings Management,2019-05-21,2019,journal article,Journal of Business Ethics,01674544; 15730697,Springer Science and Business Media LLC,Netherlands,Frerich Buchholz; Kerstin Lopatta; Karen Maas,"<jats:title>Abstract</jats:title><jats:p>Corroborating upper echelons theory, this study picks up the notion that narcissistic chief executive officers (CEOs) take advantage of accounting choices to enhance their firms’—and inherently their own—personal track records. Using a set of 15 indicators, reflecting the narcissistic trait of 1126 CEOs for the period 1992 to 2012, we find evidence of highly narcissistic CEOs engaging in accrual-based earnings management (ABEM). In contrast to prior research, the results show evidence not only for income-increasing but also for income-decreasing ABEM. This indicates that highly narcissistic CEOs not only strive to influence stakeholders’ perception of current performance. We conclude that they also assess their potential to influence perception of current and future earnings. The results imply that highly narcissistic CEOs’ accounting choices are driven by self-serving behavior rather than by the intention to provide additional information to the market. When earnings management techniques are used to derive personal advantage from the presentation of a firm’s earnings, the literature refers to this as a case of low earnings quality reflecting unethical behavior. Accordingly, this study contributes to the field of business ethics by showing that CEO narcissism is related to low earnings quality in that it is associated to discretionarily decreasing accruals.</jats:p>",167,4,663,686,,,,,,https://core.ac.uk/download/325952981.pdf,http://dx.doi.org/10.1007/s10551-019-04176-x,,10.1007/s10551-019-04176-x,,,0,000-021-980-006-419; 000-076-759-921-51X; 000-236-624-636-383; 000-551-337-065-813; 000-638-996-314-432; 001-911-759-157-745; 002-288-146-138-757; 002-411-079-617-467; 003-031-149-999-328; 003-327-409-754-224; 003-922-868-293-873; 005-547-388-810-107; 006-206-154-496-822; 006-417-068-448-533; 007-206-357-701-271; 007-416-129-539-132; 010-139-510-184-057; 011-031-455-800-110; 011-219-896-534-350; 013-812-725-538-154; 014-614-370-968-591; 014-691-259-286-751; 014-753-778-535-183; 016-051-072-332-92X; 017-902-602-761-49X; 018-384-995-948-157; 018-464-276-903-083; 018-495-002-557-584; 018-823-620-990-385; 019-180-068-594-687; 019-766-305-168-306; 022-000-829-171-767; 022-407-061-865-984; 023-302-311-840-428; 024-117-286-282-293; 024-140-635-495-883; 024-217-332-929-704; 025-407-251-308-053; 025-432-104-348-21X; 025-720-746-340-849; 026-283-634-649-925; 026-892-165-181-525; 027-151-644-900-169; 027-487-089-005-817; 027-889-913-284-167; 028-626-642-851-909; 029-637-610-590-265; 029-979-602-169-999; 031-134-418-072-166; 031-525-281-255-559; 032-195-224-318-637; 032-341-630-109-665; 032-683-512-138-334; 034-040-526-745-462; 034-159-117-839-909; 034-161-210-164-419; 035-645-513-010-393; 036-247-705-960-96X; 037-439-552-099-162; 041-876-406-610-794; 043-612-742-957-766; 045-651-413-534-310; 046-329-161-748-179; 046-791-947-872-50X; 048-429-366-474-213; 048-557-461-972-049; 050-145-560-650-476; 050-579-426-310-516; 051-729-945-109-715; 052-252-432-834-971; 053-739-994-023-899; 053-919-585-081-404; 054-428-030-420-142; 055-502-156-657-726; 057-373-305-078-336; 058-642-666-213-520; 058-675-002-765-278; 060-346-055-678-80X; 062-216-860-304-736; 062-903-135-418-073; 063-821-429-568-525; 065-670-262-141-42X; 066-395-908-997-28X; 067-902-424-156-142; 069-737-525-357-900; 071-909-781-422-214; 072-163-356-100-634; 073-854-087-596-828; 076-001-587-395-760; 076-607-762-191-535; 077-545-174-286-939; 078-204-867-129-435; 080-447-191-264-482; 080-615-356-740-206; 081-377-407-846-357; 082-041-097-049-05X; 082-847-349-842-090; 086-537-564-554-958; 087-791-817-606-518; 088-108-834-929-05X; 091-778-134-071-049; 091-974-445-302-236; 095-120-315-032-334; 095-559-555-634-888; 095-702-856-956-628; 096-745-744-491-842; 097-702-087-584-622; 098-287-740-231-565; 099-159-964-839-73X; 103-327-868-548-003; 104-231-147-899-815; 109-552-823-907-980; 110-933-447-141-356; 113-414-281-605-740; 114-251-021-121-419; 115-175-047-606-611; 116-201-295-397-452; 117-318-618-567-272; 119-925-461-323-452; 120-042-214-863-116; 121-814-502-868-150; 123-307-401-112-289; 123-857-340-153-023; 123-890-661-228-959; 125-802-826-590-885; 126-884-598-684-369; 131-423-542-523-282; 131-614-730-468-972; 132-438-268-826-384; 135-905-774-320-174; 136-950-034-248-372; 138-880-962-660-839; 139-641-235-603-166; 140-459-735-291-941; 141-535-989-731-714; 143-002-732-020-23X; 147-323-467-444-332; 149-289-528-692-046; 159-602-608-348-908; 161-509-967-390-302; 161-972-797-783-844; 164-528-302-890-831; 166-320-208-859-547; 169-975-800-081-531; 172-542-878-325-481; 173-876-400-196-146; 175-337-844-210-420; 176-362-207-441-710; 178-024-440-090-460; 182-543-771-657-272; 184-175-009-018-328; 189-754-761-515-89X,21,true,cc-by,hybrid
076-941-248-587-725,"“It’s Not Easy Living a Sustainable Lifestyle”: How Greater Knowledge Leads to Dilemmas, Tensions and Paralysis",2017-01-09,2017,journal article,Journal of Business Ethics,01674544; 15730697,Springer Science and Business Media LLC,Netherlands,Cristina Longo; Avi Shankar; Peter Nuttall,"Providing people with information is considered an important first step in encouraging them to behave sustainably as it influences their consumption beliefs, attitudes and intentions. However, too much information can also complicate these processes and negatively affect behaviour. This is exacerbated when people have accepted the need to live a more sustainable lifestyle and attempt to enact its principles. Drawing on interview data with people committed to sustainability, we identify the contentious role of knowledge in further disrupting sustainable consumption ideals. Here, knowledge is more than just information; it is familiarity and expertise (or lack of it) or how information is acted upon. We find that more knowledge represents a source of dilemma, tension and paralysis. Our data reveal a dark side to people’s knowledge, leading to a ‘self-inflicted sustainable consumption paradox’ in their attempts to lead a sustainable consumption lifestyle. Implications for policy interventions are discussed.",154,3,759,779,Business ethics; Consumption (economics); Sociology; Psychological intervention; Sustainable consumption; Dilemma; Affect (psychology); Public relations; Sustainability; Social psychology; Great Rift,,,,,https://ideas.repec.org/a/kap/jbuset/v154y2019i3d10.1007_s10551-016-3422-1.html http://www.diva-portal.org/smash/record.jsf?pid=diva2:1071693 http://dx.doi.org/10.1007/s10551-016-3422-1 https://dx.doi.org/10.1007/s10551-016-3422-1 https://purehost.bath.ac.uk/ws/files/158094490/JBE_Final.pdf https://link.springer.com/article/10.1007/s10551-016-3422-1 https://researchportal.bath.ac.uk/en/publications/its-not-easy-living-a-sustainable-lifestyle-how-greater-knowledge https://dialnet.unirioja.es/servlet/articulo?codigo=7372511 https://philpapers.org/rec/LONINE https://core.ac.uk/download/pdf/161916185.pdf,http://dx.doi.org/10.1007/s10551-016-3422-1,,10.1007/s10551-016-3422-1,2570546749,,0,000-009-329-515-298; 004-667-302-912-875; 007-008-137-869-403; 007-160-050-915-020; 007-397-558-000-193; 008-311-227-365-805; 008-490-531-760-873; 008-728-146-709-841; 009-299-623-546-736; 009-619-137-136-440; 010-389-684-051-563; 013-324-720-326-301; 014-170-624-935-972; 019-109-954-805-985; 021-428-801-102-445; 022-903-959-767-099; 028-716-584-215-021; 031-395-725-470-805; 032-164-321-264-069; 032-356-254-104-335; 034-174-773-960-016; 037-894-503-010-808; 041-977-847-341-115; 043-670-434-072-267; 044-504-485-656-134; 047-689-204-625-570; 048-451-109-424-902; 049-229-105-290-985; 049-903-576-934-62X; 050-616-897-222-862; 053-772-604-499-82X; 054-622-772-724-419; 061-697-669-050-313; 063-872-439-151-176; 065-865-037-847-135; 066-711-405-069-555; 068-668-008-780-118; 069-259-438-012-556; 070-756-644-857-990; 071-399-744-119-657; 075-397-748-077-235; 075-522-675-351-749; 077-049-344-635-95X; 077-324-527-275-890; 078-535-745-542-340; 081-354-152-944-534; 082-846-258-394-101; 082-939-933-669-651; 084-439-811-920-782; 092-628-813-250-228; 092-640-558-202-166; 093-818-807-226-700; 094-141-845-014-99X; 094-836-116-035-126; 095-186-475-311-318; 097-180-211-557-811; 097-887-688-284-135; 098-905-549-188-170; 099-167-496-298-409; 100-152-886-137-725; 100-541-340-055-997; 103-183-479-989-120; 104-794-717-167-034; 106-348-815-701-360; 111-598-768-315-055; 111-664-915-260-270; 111-967-642-990-937; 112-381-203-617-08X; 114-039-986-924-13X; 115-328-327-368-018; 117-224-824-751-620; 119-236-429-385-967; 121-391-384-411-915; 126-958-532-821-737; 128-374-360-515-306; 130-383-711-232-399; 130-457-789-008-572; 130-634-417-444-44X; 131-320-194-350-474; 131-935-876-160-775; 140-268-482-166-840; 142-475-561-485-852; 143-522-800-911-202; 161-270-021-870-098; 161-926-389-269-638; 163-851-823-929-90X; 164-792-712-135-17X; 169-324-887-484-720; 169-589-600-359-476; 170-392-161-573-484; 187-296-189-689-101; 188-354-034-799-137; 194-077-105-543-177,62,true,,
077-876-012-923-153,Business Groups and Corporate Responsibility for the Public Good,2018-06-07,2018,journal article,Journal of Business Ethics,01674544; 15730697,Springer Science and Business Media LLC,Netherlands,Melsa Ararat; Asli M. Colpan; Dirk Matten,"This paper analyzes the relationship between Business Groups as a distinct way of organizing economic activities and their relation to the public good. We first analyze the phenomenon of Business Groups and discuss some of their core features. Subsequently, the paper moves to analyzing the existing literature on Business Groups and corporate social responsibility (CSR) as the most common label for the topic of this Special Issue. Subsequently, specific peculiarities of Business Groups in the context of CSR and their contribution to the public good are fleshed out. Based on this analysis, the paper delineates some implications for the field of CSR and the wider debate on the nature of the firm. We close with some perspectives for future research.",153,4,911,929,Business ethics; Corporate social responsibility; Business; Public good; Relation (database); Context (language use); Field (Bourdieu); Corporate governance; Public relations; Phenomenon,,,,,https://dialnet.unirioja.es/servlet/articulo?codigo=7371604 https://research.sabanciuniv.edu/34904/ https://link.springer.com/content/pdf/10.1007%2Fs10551-018-3920-4.pdf https://link.springer.com/article/10.1007/s10551-018-3920-4/fulltext.html https://ideas.repec.org/a/kap/jbuset/v153y2018i4d10.1007_s10551-018-3920-4.html https://rd.springer.com/article/10.1007/s10551-018-3920-4 https://philpapers.org/rec/ARABGA https://link.springer.com/article/10.1007/s10551-018-3920-4 https://core.ac.uk/download/pdf/190018972.pdf,http://dx.doi.org/10.1007/s10551-018-3920-4,,10.1007/s10551-018-3920-4,2802023153,,0,000-418-383-871-530; 001-759-804-053-248; 004-587-250-324-122; 007-707-350-737-007; 008-813-847-420-713; 009-070-255-918-35X; 011-860-804-516-926; 013-290-067-838-87X; 013-585-620-977-516; 014-773-414-372-705; 019-748-373-199-535; 020-983-367-610-282; 021-356-879-752-595; 021-691-285-357-238; 022-699-667-440-240; 023-889-347-100-451; 025-558-920-126-58X; 025-573-673-528-949; 026-274-648-894-61X; 026-609-636-261-964; 027-811-501-013-619; 028-323-210-834-55X; 028-642-431-099-358; 029-901-254-860-07X; 031-660-191-491-744; 031-715-641-605-75X; 032-212-634-871-680; 033-481-997-871-905; 034-152-515-322-09X; 035-051-823-297-424; 035-189-771-677-178; 035-556-471-787-086; 036-207-773-496-453; 038-967-310-683-150; 041-687-811-057-600; 042-872-320-263-080; 043-301-398-071-465; 044-167-001-937-323; 045-742-269-882-575; 048-264-062-150-970; 048-519-044-495-299; 048-773-881-500-079; 050-415-661-106-91X; 051-875-265-995-253; 053-392-021-755-313; 053-829-093-165-346; 054-278-733-090-636; 054-588-638-815-495; 055-896-413-456-39X; 056-235-984-637-184; 056-711-119-867-297; 059-348-857-216-133; 061-011-260-798-052; 061-799-549-933-020; 063-100-902-113-834; 066-288-347-355-944; 068-877-557-335-085; 071-373-619-790-016; 076-404-715-146-926; 076-656-482-427-479; 077-351-281-389-962; 077-506-590-000-424; 077-582-581-866-175; 080-361-191-972-828; 082-171-985-858-889; 082-498-621-055-094; 084-911-364-005-65X; 085-109-384-701-255; 086-825-334-503-254; 088-377-397-168-613; 091-390-073-559-276; 092-100-315-498-954; 093-643-634-327-789; 094-597-275-382-007; 097-538-482-761-017; 100-204-224-295-662; 103-549-235-580-787; 104-464-991-958-283; 105-299-880-523-084; 107-274-748-521-438; 109-669-763-025-159; 110-192-150-559-705; 110-531-861-657-508; 113-714-503-274-997; 115-969-828-047-722; 116-838-523-900-258; 118-194-558-923-654; 118-354-522-870-183; 124-707-175-597-466; 127-278-963-372-117; 127-356-618-215-912; 128-489-107-711-389; 130-608-962-052-485; 132-209-789-013-152; 135-395-334-348-539; 141-111-920-243-166; 143-317-579-691-630; 143-425-951-288-61X; 145-424-220-861-716; 145-697-221-812-805; 146-952-873-120-267; 159-555-912-909-096; 159-592-129-993-014; 161-645-930-979-654; 165-213-644-861-870; 167-069-768-119-845; 167-594-164-892-138; 167-621-803-646-381; 168-033-919-367-910; 168-625-367-398-370; 169-793-890-626-883; 173-318-223-128-364; 173-533-732-162-714; 178-397-057-385-09X; 182-199-495-327-639; 182-368-381-841-87X; 185-039-095-057-891; 190-515-973-194-538; 195-560-810-403-424,26,true,,green
078-021-346-371-902,Assessing Arms Makers' Corporate Social Responsibility,2007-05-22,2007,journal article,Journal of Business Ethics,01674544; 15730697,Springer Science and Business Media LLC,Netherlands,Edmund F. Byrne,"Corporate social responsibility (CSR) has become a focal point for research aimed at extending business ethics to extra-corporate issues; and as a result many companies now seek to at least appear dedicated to one or another version of CSR.  This has not affected the arms industry, however.  For this industry has not been discussed in CSR lierature, perhaps because few CSR scholars have questioned this industry's privileged status as an instrument of national sovereignty.  But major changes in the organization of political communities call traditional views of sovereignty into question.  With these considerations in mind I assess the U.S. arms industryon the basis of CSR requirements regarding the environment, social equity, profitability, and use of political power.  I find that this industry fails to meet any of these four CSR requirements. . . . So, I conclude, they should be held responsible for the foreseeable consequences that flow from use of their products, be it via civil liability or responsibility under international human rights standards",74,3,201,217,Business ethics; Quality of Life Research; Corporate social responsibility; Business; Social responsibility; Accounting; Public relations; Political science; Public health; Medicine; Nursing,,,,,https://core.ac.uk/download/160494185.pdf,http://dx.doi.org/10.1007/s10551-006-9228-9,,10.1007/s10551-006-9228-9,,,0,002-367-787-058-090; 004-978-105-621-049; 010-137-420-730-422; 019-578-277-228-448; 021-918-672-412-130; 031-298-713-463-507; 032-209-751-011-009; 033-569-081-595-53X; 040-437-399-463-739; 046-152-343-616-889; 052-316-974-370-489; 056-974-426-259-19X; 063-926-751-372-775; 069-976-012-581-585; 082-815-961-326-23X; 084-152-949-299-37X; 088-919-850-566-219; 091-618-561-915-602; 107-274-748-521-438; 115-181-797-207-944; 115-894-155-202-797; 124-152-021-720-293; 138-175-032-268-298; 189-346-467-002-29X,33,true,,green
078-922-685-861-218,"The Limits of Corporate Social Responsibility: Techniques of Neutralization, Stakeholder Management and Political CSR.",2012-03-02,2012,journal article,Journal of business ethics : JBE,01674544; 15730697,Springer Netherlands,Netherlands,Gary Fooks; Anna Gilmore; Jeff Collin; Chris Holden; Kelley Lee,"Since scholarly interest in corporate social responsibility (CSR) has primarily focused on the synergies between social and economic performance, our understanding of how (and the conditions under which) companies use CSR to produce policy outcomes that work against public welfare has remained comparatively underdeveloped. In particular, little is known about how corporate decision-makers privately reconcile the conflicts between public and private interests, even though this is likely to be relevant to understanding the limitations of CSR as a means of aligning business activity with the broader public interest. This study addresses this issue using internal tobacco industry documents to explore British-American Tobacco’s (BAT) thinking on CSR and its effects on the company’s CSR Programme. The article presents a three-stage model of CSR development, based on Sykes and Matza’s theory of techniques of neutralization, which links together: how BAT managers made sense of the company’s declining political authority in the mid-1990s; how they subsequently justified the use of CSR as a tool of stakeholder management aimed at diffusing the political impact of public health advocates by breaking up political constituencies working towards evidence-based tobacco regulation; and how CSR works ideologically to shape stakeholders’ perceptions of the relative merits of competing approaches to tobacco control. Our analysis has three implications for research and practice. First, it underlines the importance of approaching corporate managers’ public comments on CSR critically and situating them in their economic, political and historical contexts. Second, it illustrates the importance of focusing on the political aims and effects of CSR. Third, by showing how CSR practices are used to stymie evidence-based government regulation, the article underlines the importance of highlighting and developing matrices to assess the negative social impacts of CSR.",112,2,283,299,Business ethics; Corporate social responsibility; Sociology; Techniques of neutralization; Public interest; Tobacco control; Tobacco industry; Stakeholder management; Public relations; Politics,Corporate political activity; Corporate social responsibility; Political CSR; Stakeholder management; Techniques of neutralization,,,Medical Research Council (MR/K023195/1) United Kingdom; NCI NIH HHS (R01 CA160695) United States,http://www.csringreece.gr/files/research/CSR-1331564163.pdf?user=.. https://link.springer.com/content/pdf/10.1007%2Fs10551-012-1250-5.pdf https://www.academia.edu/61335329/The_Limits_of_Corporate_Social_Responsibility_Techniques_of_Neutralization_Stakeholder_Management_and_Political_CSR https://www.ncbi.nlm.nih.gov/pmc/articles/PMC3755635/ https://dialnet.unirioja.es/servlet/articulo?codigo=4123850 https://cyberleninka.org/article/n/1115055 https://research.aston.ac.uk/en/publications/the-limits-of-corporate-social-responsibility-techniques-of-neutr https://researchportal.bath.ac.uk/en/publications/the-limits-of-corporate-social-responsibility-techniques-of-neutr https://rd.springer.com/article/10.1007/s10551-012-1250-5 https://researchonline.lshtm.ac.uk/id/eprint/2603673 https://link.springer.com/article/10.1007%2Fs10551-012-1250-5 http://europepmc.org/articles/PMC3755635 https://philpapers.org/rec/FOOETT https://econpapers.repec.org/RePEc:kap:jbuset:v:112:y:2013:i:2:p:283-299 https://pubmed.ncbi.nlm.nih.gov/23997379/ https://summit.sfu.ca/item/10902 https://ideas.repec.org/a/kap/jbuset/v112y2013i2p283-299.html https://paperity.org/p/12152414/the-limits-of-corporate-social-responsibility-techniques-of-neutralization-stakeholder https://link.springer.com/article/10.1007/s10551-012-1357-8/fulltext.html https://core.ac.uk/display/81786562 https://core.ac.uk/download/237001441.pdf,http://dx.doi.org/10.1007/s10551-012-1250-5,23997379,10.1007/s10551-012-1250-5,2137566630,PMC3755635,0,001-243-740-671-604; 002-026-122-868-261; 002-954-290-390-983; 004-581-128-255-760; 004-616-664-502-371; 007-207-074-126-267; 009-127-866-923-216; 009-477-162-810-483; 009-904-843-780-869; 010-121-861-783-275; 010-747-384-880-308; 011-284-870-924-546; 011-668-324-191-077; 012-956-479-191-955; 013-425-010-292-015; 014-634-023-184-512; 014-904-025-590-079; 015-681-326-130-755; 018-349-568-285-316; 022-330-500-641-227; 023-012-892-066-446; 023-960-508-678-65X; 024-347-699-774-265; 024-463-401-514-021; 027-251-121-567-123; 032-251-207-413-230; 032-298-738-004-83X; 032-559-247-500-073; 032-711-321-129-027; 036-622-188-500-368; 037-352-270-730-014; 037-502-683-397-329; 037-657-374-899-372; 038-042-874-508-572; 039-950-773-123-112; 040-254-580-393-139; 041-761-958-383-921; 042-185-365-491-234; 042-593-271-794-43X; 043-352-120-729-015; 044-306-078-542-845; 045-119-468-177-524; 045-509-631-181-173; 046-053-726-381-569; 047-283-134-651-254; 047-732-786-061-373; 050-422-929-375-367; 050-941-356-421-18X; 051-735-444-067-810; 054-142-702-166-535; 054-462-976-209-734; 054-502-240-873-548; 055-039-030-422-276; 055-450-998-184-302; 057-845-319-379-490; 057-913-941-691-101; 061-829-988-617-171; 063-661-131-294-058; 066-047-442-842-014; 067-342-898-103-787; 069-217-884-405-821; 071-232-700-412-961; 072-525-068-664-916; 073-801-717-755-688; 074-284-555-342-517; 074-331-189-460-925; 074-383-285-584-017; 076-470-491-208-651; 078-242-344-885-343; 078-899-776-181-223; 079-044-992-325-319; 080-376-784-464-37X; 081-322-729-544-45X; 082-962-649-227-245; 083-077-957-731-536; 085-116-872-495-492; 087-401-099-506-371; 092-247-213-128-836; 093-999-125-051-320; 094-377-111-681-903; 099-148-865-134-415; 100-289-235-050-041; 103-983-646-064-746; 104-303-800-875-542; 104-764-927-610-316; 106-696-588-695-191; 115-630-575-991-076; 118-421-982-856-873; 120-676-989-861-452; 121-725-650-642-984; 123-334-159-354-821; 125-561-770-628-690; 125-938-722-974-510; 126-353-281-150-972; 131-553-330-339-665; 132-635-154-558-070; 133-379-669-705-646; 135-988-131-844-683; 139-870-267-857-602; 140-068-032-665-03X; 140-124-376-753-301; 142-452-241-701-040; 142-495-750-083-252; 158-546-771-466-103; 158-822-170-597-309; 162-034-926-577-736; 165-234-149-893-798; 165-651-170-191-915; 168-983-712-367-322; 170-143-917-825-710; 172-932-897-248-032; 175-420-584-192-920; 182-521-968-867-540; 187-223-231-477-333; 196-618-308-329-340,198,true,cc-by,hybrid
079-407-994-954-151,Foreign direct investment and repression: An analysis across industry sectors,2017-05-23,2017,journal article,Journal of Human Rights,14754835; 14754843,Informa UK Limited,United Kingdom,Nicole Janz,"The impact of foreign direct investment (FDI) on repression in developing nations is still disputed. Some argue that FDI improves economic development and exports human rights values. Others criticise the exploitation of cheap labour and resources, which may lead to tensions and government oppression. Previous studies have employed aggregate FDI data, with conflicting results. Alternatively, I propose that the effects depend on what kind of FDI enters a country. I build a sectoral framework to discuss how skills and technology levels, as well as the motivation for FDI, can mediate the impact. I then examine the link in a panel data analysis (1983-2010) in 121 countries, integrating sectoral FDI in several resource, manufacturing and service industries. The results show that investment in high-skilled and -tech sectors has positive effects. The results are robust across several measures for repression, and when accounting for sector size, regional and time effects.",17,2,163,183,Business; Government; Human rights; International economics; Investment (macroeconomics); Foreign direct investment; Tertiary sector of the economy; Resource (project management); Panel data; Developing country,,,,,https://www.tandfonline.com/doi/full/10.1080/14754835.2017.1306691 https://nottingham-repository.worktribe.com/preview/944058/Janz_Journal_of_Human_Rights.pdf https://nottingham-repository.worktribe.com/output/944052 http://eprints.nottingham.ac.uk/38518/ https://core.ac.uk/download/76974300.pdf,http://dx.doi.org/10.1080/14754835.2017.1306691,,10.1080/14754835.2017.1306691,2560708640,,0,002-590-165-684-013; 004-025-119-609-582; 004-421-827-123-801; 005-452-198-859-995; 007-928-337-780-173; 009-205-666-663-422; 011-536-523-217-394; 013-702-406-259-847; 020-369-080-840-849; 021-908-639-937-42X; 022-557-237-589-631; 023-129-464-921-580; 024-179-146-191-158; 027-735-214-002-384; 028-130-190-413-908; 031-552-513-032-48X; 033-180-506-851-450; 037-795-985-384-058; 038-138-795-052-171; 038-319-498-794-323; 039-904-010-051-926; 040-738-746-474-600; 049-204-076-997-39X; 051-076-341-223-298; 051-693-229-033-906; 052-416-409-428-615; 053-580-247-638-329; 054-868-121-651-72X; 057-307-514-006-00X; 058-303-498-202-593; 058-987-910-199-331; 063-327-179-759-13X; 063-749-159-720-65X; 067-371-413-365-651; 069-948-932-254-730; 070-137-252-992-998; 070-139-323-848-248; 076-348-014-729-738; 077-294-821-483-75X; 077-532-550-052-00X; 078-211-568-123-805; 079-426-884-071-271; 082-766-045-333-815; 083-470-934-891-917; 084-392-647-828-232; 086-753-385-810-65X; 086-839-562-304-166; 088-412-396-294-862; 090-634-221-302-950; 091-224-105-972-169; 104-370-881-325-525; 105-138-643-175-373; 113-789-442-842-407; 117-955-222-297-941; 118-751-723-643-509; 119-219-985-015-698; 120-748-066-502-144; 121-211-027-628-146; 125-268-230-593-228; 128-339-423-100-834; 130-623-306-062-445; 131-015-080-003-318; 131-115-056-168-962; 139-777-937-275-980; 144-603-728-579-452; 145-559-649-675-519; 146-458-221-201-092; 147-822-783-088-962; 151-249-216-572-462; 152-319-940-498-520; 152-768-764-544-957; 153-161-729-519-794; 164-359-672-407-929; 165-291-041-031-118; 166-530-130-039-260; 170-304-381-141-664; 178-350-522-734-593; 179-573-759-610-788; 181-904-469-222-141; 189-407-692-088-874; 197-954-885-764-181; 198-184-593-176-474,12,true,cc-by,green
079-827-295-314-113,Performance of deposit money banks and liquidity management in Nigeria,2019-10-01,2019,journal article,Banks and Bank Systems,18167403; 19917074,LLC CPC Business Perspectives,Ukraine,A. O. Otekunrin; Gabriel Damilola Fagboro; T. I. Nwanji; Festus Asamu; B. O. Ajiboye; Adebanjo Jospeh Falaye,"<jats:p>This study examined the performance of selected quoted deposit banks of Nigeria and liquidity management. Secondary data used was extracted from the financial statements of 15 money deposit banks out of population of 17 deposit money banks on the Nigerian Stock Exchange (NSE) for 2012–2017 (six years). The descriptive research design was used. The data collected was analyzed using ordinary least square method (OLS). Liquidity management was measured using capital ratio (CTR), current ratio (CR) and cash ratio (CSR), while performance was measured using return on assets (ROA). Based on the results of the study, liquidity management proxied by capital ratio, current ratio and cash ratio and performance of the firm proxied by return on assets are positively related. The result shows that liquidity management is an essential factor in business operations and consequently leads to business profitability. Hence proper liquidity management helps solve the agency theory problem of agency costs that arise when control of companies is separated from the ownership, whereby managers are able to employ the firm’s resources for personal gains instead of maximizing the value of the firm or the shareholders’ wealth. The value of the firm and the shareholders’ wealth can be maximized through the firm’s profitability via effective and efficient liquidity management.</jats:p>",14,3,152,161,Business; Liquidity risk; Index (economics); Publication; Financial system,,,,,https://www.businessperspectives.org/journals/banks-and-bank-systems/issue-328/performance-of-deposit-money-banks-and-liquidity-management-in-nigeria https://doaj.org/article/4ed304410a9a4324bbca088511d3a9eb https://core.ac.uk/download/237491200.pdf,http://dx.doi.org/10.21511/bbs.14(3).2019.13,,10.21511/bbs.14(3).2019.13,2978007225,,0,002-614-087-139-039; 005-624-232-110-098; 016-517-343-277-988; 018-498-833-662-522; 020-281-052-832-175; 040-207-468-644-573; 044-729-424-758-863; 045-994-201-402-783; 048-400-336-966-816; 052-446-266-400-478; 060-535-185-960-62X; 065-709-219-066-423; 091-155-604-739-007; 095-358-692-466-998; 106-619-997-653-532; 124-325-472-353-552; 127-900-772-284-074; 143-908-363-158-241; 151-483-160-305-765; 154-212-431-910-559; 167-550-889-396-161; 174-976-886-857-673; 180-938-631-668-483; 194-795-505-817-911; 195-469-670-163-504,9,true,cc-by,gold
081-498-532-757-100,Positive Shock: A Consumer Ethical Judgement Perspective,2019-02-02,2019,journal article,Journal of Business Ethics,01674544; 15730697,Springer Science and Business Media LLC,Netherlands,Caroline Moraes; Finola Kerrigan; Roisin McCann,,165,4,735,751,,,,,,https://core.ac.uk/download/pdf/185513916.pdf,http://dx.doi.org/10.1007/s10551-018-4092-y,,10.1007/s10551-018-4092-y,,,0,002-317-764-628-462; 002-697-982-299-457; 003-812-780-682-797; 007-363-307-903-835; 011-641-669-346-441; 012-831-013-765-209; 014-048-557-450-377; 014-955-518-485-824; 018-206-283-080-634; 019-623-803-893-73X; 021-288-732-927-862; 021-969-869-089-787; 022-346-732-452-077; 022-983-255-227-53X; 023-128-881-912-285; 025-647-318-427-325; 028-425-546-127-311; 030-076-143-297-374; 031-110-402-764-217; 031-186-461-153-548; 034-512-170-368-311; 037-177-898-298-313; 037-550-015-414-716; 041-781-348-238-610; 042-563-115-619-94X; 043-672-024-795-015; 045-848-198-043-461; 049-653-680-951-367; 049-928-509-057-47X; 053-284-167-763-537; 054-478-848-507-573; 055-607-531-402-057; 056-870-888-187-876; 057-025-542-645-698; 062-747-985-781-512; 064-216-226-304-467; 064-948-878-714-107; 065-526-597-083-640; 067-035-640-636-228; 067-945-242-728-795; 069-259-438-012-556; 069-643-362-909-258; 070-524-366-416-008; 070-808-488-260-608; 072-954-338-986-479; 075-079-775-025-525; 082-914-143-940-661; 084-840-378-105-613; 089-664-321-015-205; 089-788-433-300-961; 090-164-593-053-525; 093-231-823-419-104; 095-971-819-348-354; 098-418-455-101-750; 099-699-218-247-780; 102-985-644-582-956; 104-044-208-058-515; 104-404-609-414-783; 108-440-541-243-773; 112-651-127-478-168; 113-619-434-637-225; 118-000-617-184-954; 118-564-471-182-836; 118-750-781-320-914; 120-577-323-005-736; 123-105-233-778-069; 123-628-523-842-666; 123-735-192-989-631; 124-752-432-688-557; 127-750-569-362-654; 128-894-943-956-372; 136-485-894-895-448; 142-577-381-564-649; 144-652-790-624-382; 158-949-047-347-169; 160-053-242-231-874; 183-072-700-950-779,4,true,cc-by,hybrid
081-843-931-029-455,The Circular Economy: An Interdisciplinary Exploration of the Concept and Application in a Global Context,2015-05-22,2015,journal article,Journal of Business Ethics,01674544; 15730697,Springer Science and Business Media LLC,Netherlands,Alan Murray; Keith Skene; Kathryn Haynes,"There have long been calls from industry for guidance in implementing strategies for sustainable development. The Circular Economy represents the most recent attempt to conceptualize the integration of economic activity and environmental wellbeing in a sustainable way. This set of ideas has been adopted by China as the basis of their economic development (included in both the 11th and the 12th ‘Five Year Plan’), escalating the concept in minds of western policymakers and NGOs. This paper traces the conceptualisations and origins of the Circular Economy, tracing its meanings, and exploring its antecedents in economics and ecology, and discusses how the Circular Economy has been operationalized in business and policy. The paper finds that while the Circular Economy places emphasis on the redesign of processes and cycling of materials, which may contribute to more sustainable business models, it also encapsulates tensions and limitations. These include an absence of the social dimension inherent in sustainable development that limits its ethical dimensions, and some unintended consequences. This leads us to propose a revised definition of the Circular Economy as “an economic model wherein planning, resourcing, procurement, production and reprocessing are designed and managed, as both process and output, to maximize ecosystem functioning and human well-being”.",140,3,369,380,Business ethics; Economic model; Economy; Economics; Procurement; Circular economy; Context (language use); Sustainable development; Sustainability; Economic system; Operationalization,,,,,http://eprint.ncl.ac.uk/pub_details2.aspx?pub_id=208884 https://researchportal.northumbria.ac.uk/en/publications/the-circular-economy-an-interdisciplinary-exploration-of-the-conc https://cris.winchester.ac.uk/ws/files/350252/558558_Murray_CircularEconomy_withstatement.pdf https://northumbria-test.eprints-hosting.org/id/document/272392 https://link.springer.com/article/10.1007/s10551-015-2693-2/fulltext.html https://econpapers.repec.org/article/kapjbuset/v_3a140_3ay_3a2017_3ai_3a3_3ad_3a10.1007_5fs10551-015-2693-2.htm https://hull-repository.worktribe.com/output/384984/the-circular-economy-an-interdisciplinary-exploration-of-the-concept-and-application-in-a-global-context https://rd.springer.com/article/10.1007/s10551-015-2693-2 https://dialnet.unirioja.es/servlet/articulo?codigo=5996726 https://ideas.repec.org/a/kap/jbuset/v140y2017i3d10.1007_s10551-015-2693-2.html https://researchportal.northumbria.ac.uk/en/publications/the-circular-economy-an-interdisciplinary-exploration-of-the-concept-and-application-in-a-global-context(ecce9f74-75d0-4ecc-8951-98cd8139f9ed).html https://philpapers.org/rec/MURTCE-2 https://winchester.elsevierpure.com/en/publications/the-circular-economy-an-interdisciplinary-exploration-of-the-conc-3 https://eprints.ncl.ac.uk/file_store/production/208884/EB16068A-8D6E-4D8F-9FA3-83DF5775D4FE.pdf https://eprints.ncl.ac.uk/208884 https://hull-repository.worktribe.com/preview/385013/2016-05-22%2012595%20Haynes.pdf https://hydra.hull.ac.uk/resources/hull:12595 https://link.springer.com/article/10.1007/s10551-015-2693-2 https://eprint.ncl.ac.uk/file_store/production/208884/EB16068A-8D6E-4D8F-9FA3-83DF5775D4FE.pdf https://core.ac.uk/download/185248218.pdf,http://dx.doi.org/10.1007/s10551-015-2693-2,,10.1007/s10551-015-2693-2,1622878345,,0,003-061-472-686-900; 003-316-593-482-340; 004-241-691-018-210; 004-976-114-121-653; 006-793-966-280-831; 006-978-245-522-344; 011-104-666-786-86X; 012-886-755-613-026; 019-236-444-757-882; 021-442-355-796-790; 021-943-635-754-769; 024-451-929-446-962; 024-509-864-264-453; 025-600-070-651-009; 027-243-395-949-030; 028-139-819-438-143; 028-774-127-025-033; 029-286-287-276-732; 029-642-795-746-700; 031-396-725-794-791; 032-090-787-761-332; 032-132-988-614-905; 032-272-370-324-249; 033-898-138-821-516; 037-199-188-508-694; 041-499-988-174-687; 042-717-180-844-800; 042-754-529-872-402; 049-056-763-787-480; 049-269-461-738-412; 052-164-134-809-719; 052-628-547-207-639; 053-576-895-816-929; 054-912-286-540-871; 055-124-970-515-604; 056-009-647-332-798; 057-358-944-764-636; 057-450-782-038-237; 062-634-508-085-37X; 064-465-828-635-957; 064-687-472-765-577; 065-611-229-177-172; 067-663-037-422-142; 068-111-511-102-551; 070-103-163-269-735; 072-627-932-632-536; 073-488-475-139-357; 078-242-344-885-343; 078-561-097-978-072; 080-233-701-791-474; 081-972-899-813-987; 086-168-472-790-987; 087-972-825-770-206; 088-525-456-396-774; 091-669-968-288-735; 092-623-543-498-203; 093-520-438-461-85X; 094-032-947-338-669; 096-463-703-822-582; 102-096-799-822-918; 102-519-003-990-433; 108-516-754-439-890; 110-089-091-008-130; 112-592-976-073-088; 113-291-175-433-984; 115-110-989-179-687; 117-967-855-494-353; 118-274-329-831-000; 121-411-382-157-883; 121-787-626-877-525; 124-282-053-472-197; 126-155-104-182-052; 126-311-178-710-753; 127-634-351-084-905; 129-838-612-888-862; 134-225-903-046-955; 135-058-095-589-53X; 136-626-145-483-442; 138-575-617-265-255; 140-408-632-753-349; 152-178-530-356-697; 153-559-364-964-915; 159-752-869-027-428; 165-429-637-582-956; 169-957-326-836-810; 170-252-525-487-997; 179-129-972-379-545; 192-705-558-914-999; 194-095-871-196-732; 194-459-646-335-577; 195-731-979-673-001,1281,true,cc-by,green
083-063-500-195-30X,Crime networks in Vietnamese diasporas. The Czech Republic case,2009-12-22,2009,journal article,"Crime, Law and Social Change",09254994; 15730751,Springer Science and Business Media LLC,Netherlands,Miroslav Nožina,"The study seeks to analyse the structure and “modus operandi” of crime networks in the Czech Republic´s Vietnamese diaspora. Vietnamese criminality in the country has roots in communist era. After the democratic changes at the end of 80s, it has been representing dynamically developing phenomena, penetrating not only the local Vietnamese emigrant community but the state apparatus as well. Actually, the Vietnamese criminal underground lives in a specific symbiosis with the local Asian emigrant community, where legal and illegal activities are frequently merged together. “Respectable men” who have features of both legal businessmen and criminal bosses are the main actors in these processes. They create parallel power structures in closed worlds of Asian emigrants.",53,3,229,258,Vietnamese; Emigration; Gender studies; Economy; Sociology; Organised crime; State (polity); Czech; Diaspora; Communism; Democracy,,,,,https://link.springer.com/article/10.1007%2Fs10611-009-9226-9 https://link.springer.com/article/10.1007/s10611-009-9226-9/fulltext.html https://www.ssoar.info/ssoar/handle/document/21119 http://www.ssoar.info/ssoar/bitstream/document/21119/1/ssoar-clsc-2009-3-nozina-crime_networks_in_vietnamese_diasporas.pdf https://www.ssoar.info/ssoar/bitstream/document/21119/1/ssoar-clsc-2009-3-nozina-crime_networks_in_vietnamese_diasporas.pdf,http://dx.doi.org/10.1007/s10611-009-9226-9,,10.1007/s10611-009-9226-9,2136046993,,0,012-080-022-333-315; 014-627-109-216-073; 016-420-437-881-763; 040-802-835-378-884; 042-498-295-224-495; 049-317-090-455-774; 049-721-288-999-616; 055-460-551-543-419; 057-312-290-633-405; 085-474-385-868-546; 092-853-649-602-551; 102-443-701-307-832; 127-242-540-281-366; 132-797-085-764-840; 134-442-597-647-306,21,true,,green
084-694-142-733-178,"“It’s not me, it’s the corporation”: the value of corporate accountability in the global political economy",2016-02-27,2016,journal article,London Review of International Law,20506325; 20506333,Oxford University Press (OUP),,Grietje Baars,"‘Corporate accountability’ legitimises and thus reinforces the current system of surplus value extraction. Accountability struggles effectively to reduce corporate capitalism’s violence to the good corporate citizen’s occasional ‘wrongdoing’, which becomes a calculable risk capable of being exchanged—signifying ‘planned impunity’. Corporate accountability, though a seemingly emancipatory process, thus exemplifies law’s constitutive role in capitalism and the need to move beyond law for emancipation.",4,1,127,163,Political economy; Political science; Accountability; Value (ethics); Corporation; Corporate capitalism; Impunity; Surplus value; Corporate governance; Capitalism,,,,,https://openaccess.city.ac.uk/id/eprint/13254/ https://academic.oup.com/lril/article-abstract/4/1/127/2413113 https://core.ac.uk/display/42629704 http://academic.oup.com/lril/article-abstract/4/1/127/2413113 http://lril.oxfordjournals.org/content/4/1/127.full.pdf https://core.ac.uk/download/42629704.pdf,http://dx.doi.org/10.1093/lril/lrw008,,10.1093/lril/lrw008,2306407221,,0,,11,true,,green
085-594-271-947-082,Deploying Disclosure Laws to Eliminate Forced Labour: Supply chain transparency efforts of Brazil and the United States of America,2015-09-30,2015,journal article,Anti-Trafficking Review,22867511; 22870113,Alliance Against Traffic in Women Foundation,,Ashley Feasley,States are increasingly addressing forced labour in supply chains by implementing transparency or disclosure measures that aim to make companies disclose the existence of forced labour in their supply chains. Examining the recent approaches of Brazil and the United States of America shows some promising practices to best inform governmental policy going forward.,,5,,,Supply chain; Business; International economics; Chain (unit); Labour supply; Legislation; Transparency (behavior),,,,,https://www.antitraffickingreview.org/index.php/atrjournal/article/view/135 https://core.ac.uk/download/pdf/234196924.pdf,http://dx.doi.org/10.14197/atr.20121553,,10.14197/atr.20121553,3125720431,,0,,2,true,cc-by,gold
086-567-755-665-48X,Legal View on the Introduction of New Technologies,2018-08-30,2018,journal article,Russian Law Journal,23123605; 23098678,Russian Law Journal,Russian Federation,Oleg Stepanov; Denis Pechegin,"According to the Concept of Long-Term Social and Economic Development of the Russian Federation for the period up to 2020, in the next few years the imbalance in world trade, as well as capital flows, will continue to increase, which will lead to changes in foreign exchange rates. That is why the final goal is to promote priority national interests in the framework of bilateral and multilateral trade and economic relations with foreign countries. In pursuit of this goal, the following improvement of customs regulation, and export and currency control mechanisms in the Russian Federation will be aimed at reducing barriers to foreign economic activity of innovative enterprises. Achievement of the set goals today is subject to the influence of a constantly changing world and new technologies. New technologies are increasingly penetrating the life of modern society. Meanwhile, the speed of introduction of new technologies is such that point changes in current legislation will gradually nullify the effectiveness of legal regulation as a system. Therefore, the changes today should concern not only the monetary and financial sphere, but also take into account other areas. The article is devoted to the study of crucial problems of implementing modern technologies from the legal point of view. Thus, at the international level, uncertainty still remains over issues of currency and legal responsibility, which is largely due to various legal regulations. Starting in 2018, the new rules for calculating the liquidity of banks and the ratio of borrowed funds to assets will come into full force in the European Union. Several large banks in France, dissatisfied with the policy of the European Central Bank (ECB), even appealed to the European Court of Justice for a change in the rules. According to FxPro analysts ’ reports, economic growth in Europe has accelerated slightly, and the ECB is on the verge of abandoning its ultra-easy monetary policy in the direction of neutral and is preparing for further tightening. One of the subjects of the research is the system of monetary relations from the point of view of analyzing the problems of ensuring its stability, including criminal and legal means. The purpose of this analysis is to illustrate how to protect the domestic foreign exchange market and the challenges facing the monetary system today. The article has been prepared on the basis of legal and technical analysis of legal norms, as well as comparative legal and formal logical methods and system analysis methodology. In the authors’ view, this could contribute to a uniform approach to the problem, without which it would be extremely difficult to achieve success. It is concluded that in view of new challenges facing the global economy and the emergence of cryptocurrency, it is necessary to rethink the phenomenon of currency crimes, to study the experience of combating monetary crimes in other countries and to evaluate the common mechanisms for combating currency crimes. However, this approach cannot be considered legitimate insofar as different interpretation of the same term in different branches of legislation does not allow full realization of the constitutional rights and freedoms of citizens. After all, branches of legislation do not exist in isolation from one another, but are interrelated. It is concluded that the person conducting proceedings in a case can and is obliged, based on an analysis of the circumstances under consideration, to proceed from a comprehensive assessment of the category used in making the decision as applied to its understanding in aggregate in various branches of legislation. It is also necessary to create a universal state database for judges, prosecutors, investigators, etc., which would allow free cross-sectoral information exchange on the same subject. The new digital economy also requires retraining of civil servants and state employees, including the judiciary branch of government. At the same time, the article deals with the transformation of the legal profession in the future. It is concluded that classical legal education will not sink into oblivion. However, the lawyers of the future will play a slightly different role, namely, they will act as machinists, builders, operators and inventors of a useful model of legal relations for robot judges.",6,3,149,171,Monetary policy; Currency; Business; Legal profession; Law and economics; Law; Digital economy; Legislation; European union; Virtual currency; Foreign exchange market,,,,,https://www.russianlawjournal.org/jour/article/viewFile/531/212 https://www.russianlawjournal.org/jour/article/view/531 https://core.ac.uk/download/pdf/234045728.pdf,http://dx.doi.org/10.17589/2309-8678-2018-6-3-149-171,,10.17589/2309-8678-2018-6-3-149-171,2889404392,,0,077-535-800-738-527,6,true,cc-by-nc-nd,gold
088-192-684-661-135,The EU and the Right to Strike: Regulation through the Back Door and Its Impact on Social Dialogue,2016-01-02,2016,journal article,King's Law Journal,09615768; 17578442,Informa UK Limited,United Kingdom,Tonia A Novitz,"The treatment of the right to strike by the European Union (EU) has long been problematic and contested. The Member States of the EU and its predecessors, the European Economic Community (EEC) and ...",27,1,46,66,Engineering; Political economy; Social dialogue; European union; Back door; Economic community; Member states; Public relations,,,,,https://research-information.bris.ac.uk/files/64019691/THE_EU_AND_THE_RIGHT_TO_STRIKE_FINAL_VERSION_AS_AMENDED.pdf https://core.ac.uk/display/96779266 https://research-information.bristol.ac.uk/en/publications/the-eu-and-the-right-to-strike(dcf29456-cec7-4d50-ac29-ffb0a8b2472b)/export.html https://www.tandfonline.com/doi/full/10.1080/09615768.2016.1148289 https://research-information.bris.ac.uk/en/publications/the-eu-and-the-right-to-strike(dcf29456-cec7-4d50-ac29-ffb0a8b2472b).html https://research-information.bris.ac.uk/en/publications/the-eu-and-the-right-to-strike-regulation-through-the-back-door-a https://research-information.bristol.ac.uk/files/64019691/THE_EU_AND_THE_RIGHT_TO_STRIKE_FINAL_VERSION_AS_AMENDED.pdf https://core.ac.uk/download/96779266.pdf,http://dx.doi.org/10.1080/09615768.2016.1148289,,10.1080/09615768.2016.1148289,2342838678,,0,,3,true,,green
088-306-199-771-587,"It’s common sense, stupid! Corporate crime and techniques of neutralization in the automobile industry",2016-06-11,2016,journal article,"Crime, Law and Social Change",09254994; 15730751,Springer Science and Business Media LLC,Netherlands,David Whyte,"This paper evaluates the usefulness of ‘techniques of neutralization’ and ‘denial’ theory for understanding how corporations respond to accusations of wrong-doing and criminal behaviour. It does so with reference to three recent cases in the automobile industry that have each been the subject of extended public outrage and regulatory response (the case of the Fiat Chrysler exploding Jeeps, the Toyota recall following a series of ‘uncontrollable acceleration’ incidents and Volkswagen’s emissions fraud). The paper shows how in each of those systematic cases, corporate strategies were based upon the systematic deception of the public and systematic attempts to resist any recall to safeguard consumers. It then uses those cases as a focus of analysis for reframing ‘techniques of neutralization’ theory in a form that takes account of the immense social, economic and political power held by corporations and foregrounding the hegemonic role played by corporations in shaping ‘common sense’ understandings of the world.",66,2,165,181,Political science; Cognitive reframing; Law and economics; Techniques of neutralization; Foregrounding; Deception; Common sense; Denial; Public relations; Corporate crime; Politics,,,,,https://livrepository.liverpool.ac.uk/3002683/ https://core.ac.uk/display/80777531 https://link.springer.com/10.1007/s10611-016-9616-8 https://link.springer.com/article/10.1007/s10611-016-9616-8 https://rd.springer.com/article/10.1007/s10611-016-9616-8 https://link.springer.com/article/10.1007/s10611-016-9616-8/fulltext.html https://link.springer.com/content/pdf/10.1007%2Fs10611-016-9616-8.pdf https://paperity.org/p/76530950/its-common-sense-stupid-corporate-crime-and-techniques-of-neutralization-in-the https://core.ac.uk/download/80777531.pdf,http://dx.doi.org/10.1007/s10611-016-9616-8,,10.1007/s10611-016-9616-8,2413872714,,0,004-616-664-502-371; 013-272-087-157-853; 013-425-010-292-015; 027-054-724-831-20X; 029-253-343-590-961; 034-127-661-420-355; 036-322-700-970-832; 037-352-270-730-014; 054-523-675-834-313; 059-045-010-109-289; 064-244-751-001-526; 067-943-708-936-774; 078-125-655-061-170; 078-922-685-861-218; 081-789-425-815-563; 084-107-354-069-118; 090-497-245-031-878; 100-439-522-157-635; 111-336-697-220-541; 119-406-009-079-145; 122-618-035-222-69X; 123-334-159-354-821; 124-969-898-525-634; 134-936-898-078-397; 141-760-573-967-652; 145-757-236-025-654; 163-305-681-881-77X; 165-651-170-191-915; 170-070-697-827-17X; 170-143-917-825-710; 172-168-101-447-191,27,true,cc-by,hybrid
088-379-602-914-777,Corporate Social Responsibility for Developing Country Multinational Corporations: Lost War in Pertaining Global Competitiveness?,2008-06-26,2008,journal article,Journal of Business Ethics,01674544; 15730697,Springer Science and Business Media LLC,Netherlands,Philippe Gugler; Jacylyn Y. J. Shi,,87,S1,3,24,Business ethics; Multinational corporation; Quality of Life Research; Corporate social responsibility; Business; International business; Developing country; International trade; Political science; Economic growth; Economics; Public relations; Law; Finance; Public health; Medicine; Nursing,,,,,https://core.ac.uk/download/212375809.pdf,http://dx.doi.org/10.1007/s10551-008-9801-5,,10.1007/s10551-008-9801-5,,,0,001-170-044-677-055; 015-371-868-873-146; 019-700-724-671-924; 028-263-833-772-752; 031-537-161-323-99X; 043-683-542-853-514; 054-321-889-491-808; 058-203-158-118-872; 080-013-551-675-042; 101-299-425-939-891; 109-128-203-270-023; 116-632-759-864-448; 161-815-561-469-403,191,true,,green
090-128-907-430-736,Towards a Model of Corporate and Social Stakeholder Engagement: Analyzing the Relations Between a French Mutual Bank and Its Members,2011-10-12,2011,journal article,Journal of Business Ethics,01674544; 15730697,Springer Science and Business Media LLC,Netherlands,Carine Girard; André Sobczak,"The aim of this article is to develop a new classification of stakeholders based on the concept of corporate and social engagement. Engagement is analyzed as an organizational learning process between the managers of an organization and its stakeholders. It is a necessary condition to improve the organization’s impact on its economic, social, and natural environment. Applied to the membership of a French mutual bank in order to identify the members’ varying levels of engagement, this new mapping technique may help managers to adapt their practices to the degree of engagement of each identified group of members, and to modify their financial products and communications to foster engagement among as many of these groups as possible.",107,2,215,225,Business ethics; Corporate social responsibility; Business; Corporate communication; Organizational learning; Stakeholder; Stakeholder engagement; Public relations; Internal communications; Social engagement,,,,,https://dialnet.unirioja.es/servlet/articulo?codigo=3901412 https://hal-audencia.archives-ouvertes.fr/hal-00813154/document https://rd.springer.com/article/10.1007/s10551-011-1034-3 https://hal-audencia.archives-ouvertes.fr/hal-00813154 https://link.springer.com/article/10.1007%2Fs10551-011-1034-3 https://ideas.repec.org/a/kap/jbuset/v107y2012i2p215-225.html https://link.springer.com/article/10.1007/s10551-011-1034-3/fulltext.html https://econpapers.repec.org/RePEc:kap:jbuset:v:107:y:2012:i:2:p:215-225 https://hal.archives-ouvertes.fr/docs/00/81/31/54/PDF/Girard_Sobczak_Journal_of_Business_Ethics_2012_PP.pdf https://link.springer.com/content/pdf/10.1007%2Fs10551-011-1034-3.pdf https://philpapers.org/rec/GIRTAM,http://dx.doi.org/10.1007/s10551-011-1034-3,,10.1007/s10551-011-1034-3,2023874926,,0,002-155-682-395-133; 003-975-765-911-72X; 010-740-419-969-459; 011-947-509-797-501; 023-249-951-775-206; 043-176-395-958-175; 050-946-760-593-98X; 051-875-265-995-253; 066-110-195-389-345; 069-533-155-665-652; 080-751-226-646-373; 098-637-643-942-522; 098-884-121-474-600; 106-180-019-709-090; 107-599-168-203-930; 110-909-253-526-848; 112-674-570-036-26X; 118-778-706-161-137; 127-356-618-215-912; 134-254-753-408-123; 141-424-035-303-573; 149-539-855-833-87X; 159-555-912-909-096; 173-206-015-248-824; 177-767-647-558-025; 187-511-749-507-310; 192-621-620-295-837; 193-088-740-362-647; 193-854-823-285-499,36,true,,green
090-726-906-378-489,"Educating Bankers on Law, Ethics and Social Values: A Perspective from the US, the UK and Europe",2018-02-14,2018,journal article,European Company and Financial Law Review,16132556; 16132548,Walter de Gruyter GmbH,,Demetra Arsalidou,"The paper questions how global businesses can alter their attitudes to make them more ethical and transparent. It examines three causes of a financial catastrophe that; are possibly linked to bankers’ attitudes and mindsets: bankers’ excessive greed that leads them to fall into ruinous temptations such as securitisation and short-termism,bankers’ behavioural limitations such as overconfidence and over optimism and finally; bankers’ ignorance of financial products. The paper then considers an alternative model to confronting bankers’ deficiencies that is more sustainable in the long run: the; tool of education. When there is so much disapproval of companies for their lack of corporate social responsibility, education can help significantly. Its role is three-fold:; First, it can alert future leaders of the positives of acting selflessly and for socially responsible goals. Second, it can teach them of what the law actually says: that they must promote the company’s best interests – and not the shareholders’ short-term interests – a matter frequently ignored within business practice. Finally, via education future leaders can learn a thing or two about the behavioural weaknesses often characterising people in high executive positions; they can also learn about the risks; of showing poor judgment and unfamiliarly of a business’ financial nuances and related risks. These ‘educational measures’ can help restore integrity back into banking whilst underlining the weight of ethics-based corporate cultures",14,4,569,608,Financial services; Corporate social responsibility; Social responsibility; Comparative law; Political science; Law; Ignorance; Best interests; Overconfidence effect; Commercial law,,,,,https://orca.cardiff.ac.uk/105058/ https://EconPapers.repec.org/RePEc:bpj:eucflr:v:14:y:2017:i:4:p:569-608:n:1 https://orca.cf.ac.uk/105058/ https://www.degruyter.com/document/doi/10.1515/ecfr-2017-0026/html https://ideas.repec.org/a/bpj/eucflr/v14y2017i4p569-608n1.html https://core.ac.uk/download/97018341.pdf,http://dx.doi.org/10.1515/ecfr-2017-0026,,10.1515/ecfr-2017-0026,2763097163,,0,,4,true,,green
091-264-011-615-95X,Understanding Ethical Luxury Consumption Through Practice Theories: A Study of Fine Jewellery Purchases,2015-10-13,2015,journal article,Journal of Business Ethics,01674544; 15730697,Springer Science and Business Media LLC,Netherlands,Caroline Moraes; Marylyn Carrigan; Carmela Bosangit; Carlos Ferreira; Michelle McGrath,"This paper builds on existing research investigating CSR and ethical consumption within luxury contexts, and makes several contributions to the literature. First, it addresses existing knowledge gaps by exploring the ways in which consumers perform ethical luxury purchases of fine jewellery through interpretive research. Second, the paper is the first to examine such issues of consumer ethics by extending the application of theories of practice to a luxury product context, and by building on Magaudda’s (J Consum Cult 11(1):15–36, 2011) circuit of practice framework. This is significant in that, to date, consumer research using practice theories has focused mainly on routine and habitual practices. Our findings and discussion provide an analysis of intentional and less intentional ethical consumer performances within the interconnected nexus of activities of consumers’ fine jewellery consumption practice, where meanings, understandings and intelligibility of social phenomena are worked through the various activities that shape such a practice. Finally, the paper concludes with significant managerial and policy-related implications, as our extended circuit of practice analysis conveys that if ethics and sustainability dimensions are to be embedded in fine jewellery consumption practice, they must first be made an intrinsic part of the nexus of the social and material environment of trading and consumption places.",145,3,525,543,Business ethics; Corporate social responsibility; Sociology; Marketing; Qualitative research; Practice theory; Marketing ethics; Consumer ethics; Consumer research; Public relations; Sustainability,,,,,https://research.birmingham.ac.uk/portal/en/publications/understanding-ethical-luxury-consumption-through-practice-theories(b0ba291f-e1d4-4fb7-8682-37598c86842d).html https://cronfa.swan.ac.uk/Record/cronfa26738 https://ideas.repec.org/a/kap/jbuset/v145y2017i3d10.1007_s10551-015-2893-9.html https://research.birmingham.ac.uk/portal/files/48016551/10.1007_2Fs10551_015_2893_9.pdf https://econpapers.repec.org/RePEc:kap:jbuset:v:145:y:2017:i:3:d:10.1007_s10551-015-2893-9 http://oro.open.ac.uk/50012/ https://pureportal.coventry.ac.uk/en/publications/understanding-ethical-luxury-consumption-through-practice-theorie-2 https://link.springer.com/content/pdf/10.1007%2Fs10551-015-2893-9.pdf https://econpapers.repec.org/article/kapjbuset/v_3a145_3ay_3a2017_3ai_3a3_3ad_3a10.1007_5fs10551-015-2893-9.htm https://core.ac.uk/display/78077398 https://researchportal.hw.ac.uk/en/publications/understanding-ethical-luxury-consumption-through-practice-theorie https://paperity.org/p/74392763/understanding-ethical-luxury-consumption-through-practice-theories-a-study-of-fine https://pure.hw.ac.uk/ws/files/29428429/Moraes2017_Article_UnderstandingEthicalLuxuryCons.pdf https://link.springer.com/article/10.1007/s10551-015-2893-9 https://winchester.elsevierpure.com/en/publications/understanding-ethical-luxury-consumption-through-practice-theorie-3 https://rd.springer.com/article/10.1007/s10551-015-2893-9 https://cris.winchester.ac.uk/ws/files/348692/43Moraes_et_al__2015__J_Bus_Ethics__In_Press_.pdf https://dialnet.unirioja.es/servlet/articulo?codigo=7359496 https://core.ac.uk/download/185248164.pdf,http://dx.doi.org/10.1007/s10551-015-2893-9,,10.1007/s10551-015-2893-9,1916824416,,0,000-527-022-014-325; 004-902-541-336-18X; 005-822-316-363-727; 008-311-227-365-805; 008-451-808-516-143; 008-568-541-949-263; 009-063-839-904-87X; 009-299-623-546-736; 010-144-447-416-586; 012-918-064-050-512; 014-547-205-451-161; 015-271-455-783-734; 017-081-363-023-282; 017-167-454-912-226; 020-945-293-397-687; 021-062-602-164-789; 021-717-968-251-742; 022-599-722-571-764; 024-611-369-497-058; 025-599-755-205-049; 025-647-318-427-325; 025-958-912-899-227; 027-846-687-398-640; 029-959-674-154-747; 031-448-221-522-276; 031-495-143-476-535; 032-130-169-674-673; 032-532-121-917-586; 033-211-015-066-414; 034-770-631-668-512; 034-848-852-823-034; 036-054-692-608-308; 038-738-111-460-043; 042-889-553-783-723; 044-422-568-194-140; 045-783-733-502-371; 047-625-012-161-676; 048-904-437-042-427; 049-120-262-324-414; 049-513-015-940-532; 049-903-576-934-62X; 050-391-750-851-010; 051-076-086-216-671; 053-560-901-161-759; 053-772-604-499-82X; 053-876-475-834-914; 055-575-661-657-767; 056-230-311-255-947; 056-345-142-097-094; 056-398-216-264-908; 057-156-366-712-133; 058-588-810-198-27X; 060-108-670-476-798; 061-338-502-646-030; 063-635-711-815-754; 064-441-221-192-196; 067-945-242-728-795; 068-165-244-006-074; 068-668-008-780-118; 069-259-438-012-556; 070-734-281-435-66X; 071-711-687-613-651; 076-590-599-359-204; 077-049-344-635-95X; 078-513-334-747-598; 079-860-221-543-233; 080-099-806-257-636; 081-366-822-159-235; 082-939-933-669-651; 082-959-804-701-270; 083-056-095-719-222; 084-583-318-113-991; 087-285-921-381-599; 091-568-857-964-304; 094-099-518-967-156; 094-284-230-176-51X; 100-623-291-064-246; 101-326-837-264-078; 101-648-017-007-967; 101-903-378-658-429; 106-841-520-297-670; 109-066-049-664-68X; 110-374-339-382-875; 111-598-768-315-055; 114-452-339-368-13X; 114-556-841-480-844; 116-979-668-694-124; 119-313-319-490-885; 121-985-397-425-10X; 125-506-754-490-116; 127-882-990-076-103; 127-887-689-461-574; 128-374-360-515-306; 129-468-931-392-383; 130-828-387-082-155; 133-655-614-253-185; 133-669-898-083-639; 134-287-809-759-215; 136-912-457-311-823; 139-582-944-366-231; 142-430-549-453-154; 146-228-301-660-631; 149-185-767-498-842; 151-850-046-892-689; 163-471-054-650-239; 164-708-073-345-95X; 167-624-709-083-571; 170-287-577-916-60X; 172-441-424-317-441; 173-791-408-962-068; 184-073-807-086-846; 196-162-831-768-687,63,true,cc-by,green
091-673-832-653-299,Repercussions of the coalition governments austerity policy on community safety across Merseyside,2017-12-27,2017,journal article,Policing: A Journal of Policy and Practice,17524512; 17524520,Oxford University Press (OUP),United Kingdom,Adegbola Ojo; Richard Evans; Jay Karecha,"This article explains the depth and breadth of financial cuts endured by community safety organizations across Merseyside. The article provides a robust explanation of how cuts to funding impacted on the delivery of public safety priorities under the coalition government (2010–15). This study implemented a mixed-methods approach which entailed in-depth consultations with the major community safety stakeholders within the region. Results reveal that over the course of the immediate past parliament, Merseyside Local Authorities within the Liverpool City Region Combined Authority (LCRCA) and the police force area had to restructure staffing and service provision extensively in order to deliver efficiency savings of over £650 m. Budget cuts have had severe repercussions not just in terms of stakeholder’s capability to provide key services but also for the morale of their staff. We project a further 33% cutback in funding over the course of the current parliament though subsequent more favourable Government announcements suggest a more modest figure of up to 15%. This undoubtedly will result in the further streamlining of public services with potentially serious ramifications for levels of public safety.",14,2,389,403,Business; Government; Stakeholder; Coalition government; Staffing; City region; Parliament; Poison control; Public administration; Austerity,,,,Office of the Police and Crime Commissioner for Merseyside,https://researchonline.ljmu.ac.uk/id/eprint/9793/ https://eprints.lincoln.ac.uk/id/eprint/30382/ https://www.safetylit.org/citations/index.php?fuseaction=citations.viewdetails&citationIds[]=citjournalarticle_648164_14 https://academic.oup.com/policing/article/14/2/389/4780255 https://core.ac.uk/download/151192303.pdf,http://dx.doi.org/10.1093/police/pax093,,10.1093/police/pax093,2777208387,,0,018-120-814-872-466; 020-296-389-697-88X; 023-007-101-558-190; 024-658-926-956-383; 025-327-433-910-459; 029-728-994-802-573; 041-235-277-740-639; 041-599-692-122-704; 061-698-326-227-61X; 072-180-813-405-850; 075-476-155-088-081; 079-418-094-788-788; 107-555-047-572-436; 114-448-077-448-209; 147-909-306-783-649; 166-562-790-209-348; 173-201-713-973-879; 179-742-786-535-327; 191-609-181-349-283,1,true,,green
092-431-074-181-169,"Dressing up for Diffusion: Codes of Conduct in the German Textile and Apparel Industry, 1997–2010",2013-11-22,2013,journal article,Journal of Business Ethics,01674544; 15730697,Springer Science and Business Media LLC,Netherlands,Florian Scheiber,"I study the diffusion of codes of conduct in the German textile and apparel industry between 1997 and 2010. Using a longitudinal case study design, I aim to understand how the diffusion of this practice was affected by the way important “infomediaries”—a trade journal and a professional association—shaped its understanding within the industry. My results show that time-consuming processes of meaning reconstruction by these infomediaries temporarily hampered but finally facilitated the broader material diffusion of codes of conduct within the industry. These findings detail existing conceptualizations of code diffusion as they demonstrate how infomediaries—through creation, use, and reconstruction of explanatory accounts as well as frames of reference—participate in defining the relevance and meaning of CSR practices. I move beyond prior empirical work as I explicitly assess not only processes of meaning construction evolving around a CSR practice but also how these processes over time coincide with quantitative patterns of its material diffusion. Implications of my findings for existing research on the diffusion of codes of conduct specifically and CSR practices in general as well as for conceptualizations of diffusion from institutional theory are discussed.",126,4,559,580,Business ethics; Corporate social responsibility; Sociology; Institutional theory; German; Code (semiotics); Code of conduct; Public relations; Meaning (linguistics); Knowledge management; Relevance (information retrieval),,,,,https://link.springer.com/article/10.1007/s10551-013-1964-z https://ideas.repec.org/a/kap/jbuset/v126y2015i4p559-580.html https://dialnet.unirioja.es/servlet/articulo?codigo=5971538 https://madoc.bib.uni-mannheim.de/35110/ https://ub-madoc.bib.uni-mannheim.de/35110/ https://link.springer.com/article/10.1007/s10551-013-1964-z/fulltext.html https://econpapers.repec.org/RePEc:kap:jbuset:v:126:y:2015:i:4:p:559-580 http://ub-madoc.bib.uni-mannheim.de/35110/1/Scheiber_Dressing_up_JBusEthics_2013.pdf,http://dx.doi.org/10.1007/s10551-013-1964-z,,10.1007/s10551-013-1964-z,2083416337,,0,006-941-787-529-138; 007-160-710-284-958; 007-992-334-266-167; 008-349-568-351-296; 008-414-059-072-131; 010-360-519-122-322; 014-074-130-766-865; 014-375-148-414-998; 015-271-876-692-523; 016-323-277-794-200; 016-383-239-641-267; 017-973-530-603-086; 018-695-236-588-494; 019-130-183-390-983; 019-856-323-811-659; 019-976-954-119-42X; 022-512-643-506-628; 022-557-574-643-889; 024-215-195-681-765; 026-993-011-241-129; 027-827-119-143-849; 030-752-062-304-270; 031-238-787-786-363; 031-591-505-799-439; 032-580-029-702-343; 033-852-662-613-736; 035-229-211-702-279; 035-795-888-211-806; 039-670-961-113-513; 039-862-091-875-94X; 041-730-291-175-136; 042-245-070-291-165; 045-303-479-189-889; 048-334-389-609-342; 048-508-512-944-62X; 049-219-615-824-319; 049-809-771-418-03X; 052-802-334-885-429; 058-864-013-993-033; 059-985-729-845-500; 062-240-372-485-953; 062-501-846-641-595; 063-824-839-587-626; 066-063-257-778-743; 067-703-578-244-063; 069-482-268-206-287; 070-937-693-897-246; 072-429-528-645-207; 076-808-905-163-656; 080-665-877-144-245; 081-069-471-541-887; 083-113-181-303-280; 086-285-005-719-092; 088-286-629-630-309; 089-082-133-926-124; 089-830-022-650-779; 092-067-965-798-746; 092-087-259-003-799; 095-073-290-312-292; 096-895-399-512-668; 098-961-837-238-597; 099-953-536-244-48X; 101-503-717-631-528; 101-695-601-031-044; 106-377-304-980-209; 112-588-881-102-454; 114-006-409-276-020; 115-482-499-323-938; 116-329-782-328-326; 118-973-012-347-256; 119-695-787-445-977; 129-349-979-139-342; 130-634-263-660-413; 134-673-388-036-996; 139-922-735-332-439; 140-467-764-537-381; 141-367-968-781-245; 141-747-645-786-804; 143-140-372-881-989; 148-234-739-533-112; 148-462-682-870-576; 149-056-733-736-960; 152-892-863-955-725; 155-879-175-881-390; 155-958-781-470-837; 156-444-282-694-340; 163-020-421-050-727; 165-966-986-092-924; 166-412-225-137-747; 168-509-992-961-95X; 172-999-637-082-271; 181-284-846-302-477,8,true,,green
092-659-706-432-204,Welfare protection of the animal-athlete in the sports company in light of the evolution of the legal regime for animals.,2019-01-20,2019,journal article,Derecho Animal. Forum of Animal Law Studies,24627518,Universitat Autonoma de Barcelona,,Marine Lercier,"Neither Labor Law nor Civil Law has yet drawn the legal consequences of the existence of labor relations that unite animals and man. There are no rules protecting animals at work, while their participation in multiple human activities is unequivocal. The use of horses in sports and tourism generates wealth, while the services they provide save or improve lives. While it is easy to ""work with animals"", it is true that it is never explicitly recognized that animals ""work with people"". Why? Because animals are subject to the legal regime of property. The case of an animal as versatile as the horse leads us to believe that after having inspired numerous animal protection laws, his participation in society through work could be the first to be recognized. A service provider, transporter, plow, therapist, athlete... he has many roles and is recruited according to his personal skills and physical, intellectual or emotional abilities that make him unique. The social fact that animal labor represents prompts us to claim the specific protection of animals in this context, in light of the emergence of their fundamental right to welfare and, therefore, not to be mistreated. Being well treated in the workplace should be considered as a right of the working population, not as a specific human right. Likewise, the protection and monitoring of the health of the sportsperson must be an imperative that goes beyond the species to which the athlete belongs. This contribution was presented during the Symposium organized by the ADDCDA (Association des Doctorants et Docteurs du Centre de Droit des Affaires) on 11 October 2018 at the University of Toulouse 1 Capitole, on the theme of Sport and Business Law. It is part of the DER2015-69314-P project financed by MINECO, on the legal status of animals.",10,1,59,75,Welfare; Labour law; Political science; Tourism; Civil law (legal system); Law; Context (language use); Labor relations; Commercial law; Fundamental rights,,,,,https://dialnet.unirioja.es/servlet/articulo?codigo=6795178 https://ddd.uab.cat/record/202373 https://ddd.uab.cat/pub/da/da_a2019v10n1/da_a2019v10n1p59.pdf https://revistes.uab.cat/da/article/view/v10-n1-lercier https://core.ac.uk/download/189882933.pdf,http://dx.doi.org/10.5565/rev/da.404,,10.5565/rev/da.404,2914197079,,0,007-479-074-818-457; 023-311-624-828-950; 027-100-679-273-687; 029-972-298-512-710; 047-332-255-513-104; 073-393-501-977-88X; 103-053-129-429-662; 160-577-147-936-46X,1,true,cc-by,gold
093-705-105-358-855,Indian International Investment Agreements and “Non Investment Concerns”: time for a right(s) approach,2016-10-12,2016,journal article,Jindal Global Law Review,09752498; 23644869,Springer Science and Business Media LLC,,Leila Delphine Choukroune,"This article reviews India’s International Investment Agreements including its Bilateral Investment Treaty models in the light of Non Investment Concerns (NIC) and the integration—or not—of related measures furthering the State’s normative autonomy. In this context, particular attention is paid to the following issues: the right to regulate, human rights, development, labour, corporate social responsibility, the environment and anti-corruption. While certainly subjective, this perspective is based on today’s most recurring treaty practices, which respond, even timidly, to pressing “societal” challenges treaty drafters and adjudicators do not yet dare to formulate in a rights, and precisely human rights, language. The paper later shows the importance of a right-based approach in a changing international context and concludes in favour of a greater and original integration of NIC in India’s current negotiations and treaty drafting.",7,2,157,174,Corporate social responsibility; Human rights; Political science; Open-ended investment company; Law and economics; Investment (macroeconomics); Bilateral investment treaty; Treaty; Context (language use); Economic growth; Autonomy,,,,,https://link.springer.com/article/10.1007/s41020-016-0030-y https://paperity.org/p/78089940/indian-international-investment-agreements-and-non-investment-concerns-time-for-a-right-s https://researchportal.port.ac.uk/en/publications/indian-international-investment-agreements-and-non-investment-con https://link.springer.com/content/pdf/10.1007%2Fs41020-016-0030-y.pdf https://researchportal.port.ac.uk/portal/files/14757652/Indian_International_Investment_Agreements.pdf https://core.ac.uk/display/81533278 https://core.ac.uk/download/219857075.pdf,http://dx.doi.org/10.1007/s41020-016-0030-y,,10.1007/s41020-016-0030-y,2531777440,,0,,1,true,cc-by,hybrid
094-013-585-544-815,Linking Employee Stakeholders to Environmental Performance: The Role of Proactive Environmental Strategies and Shared Vision,2014-02-17,2014,journal article,Journal of Business Ethics,01674544; 15730697,Springer Science and Business Media LLC,Netherlands,Elisa Alt; Emilio Díez-de-Castro; Francisco Javier Llorens-Montes,"Drawing on the natural-resource-based view (NRBV), we propose that employee stakeholder integration is linked to environmental performance through firms’ proactive environmental strategies, and that this link is contingent on shared vision. We tested our model with a cross-country and multi-industry sample. In support of our theory, results revealed that firms’ proactive environmental strategies translated employee stakeholder integration into environmental performance. This relationship was pronounced for high levels of shared vision. Our findings demonstrate that shared vision represents a key condition for advancing the corporate greening agenda through proactive environmental strategies. We discuss implications for the CSR and the environmental management literatures, with a particular focus on the NRBV and stakeholder integration debates.",128,1,167,181,Environmental resource management; Business ethics; Corporate social responsibility; Business; Stakeholder; Quality of Life Research; Shared vision; Sample (statistics); Environmental management system; Knowledge management,,,,,https://EconPapers.repec.org/RePEc:kap:jbuset:v:128:y:2015:i:1:p:167-181 https://dialnet.unirioja.es/servlet/articulo?codigo=5985380 https://philpapers.org/rec/LLOLES https://arro.anglia.ac.uk/id/eprint/601453 https://link.springer.com/article/10.1007/s10551-014-2095-x/fulltext.html https://link.springer.com/article/10.1007/s10551-014-2095-x https://rd.springer.com/article/10.1007%2Fs10551-014-2095-x https://idus.us.es/xmlui/handle/11441/40478 https://ideas.repec.org/a/kap/jbuset/v128y2015i1p167-181.html https://core.ac.uk/download/51403156.pdf,http://dx.doi.org/10.1007/s10551-014-2095-x,,10.1007/s10551-014-2095-x,1966068682,,0,000-508-800-437-647; 001-616-390-349-269; 002-316-202-123-249; 002-821-366-510-576; 003-852-730-697-516; 004-709-250-693-465; 004-863-231-686-10X; 004-967-984-563-119; 005-231-367-279-707; 005-805-453-463-041; 006-705-019-111-877; 007-273-590-602-966; 007-699-515-339-844; 007-841-994-409-92X; 008-605-053-667-769; 009-056-467-379-721; 009-153-840-412-468; 010-677-426-047-007; 011-035-813-072-431; 011-792-890-101-193; 013-076-063-147-476; 014-909-026-783-844; 015-350-324-818-920; 016-518-648-392-156; 018-654-218-083-942; 018-956-035-344-138; 019-806-548-132-918; 020-034-244-939-868; 020-250-076-376-897; 021-591-575-421-05X; 022-304-653-352-160; 023-055-094-879-215; 023-249-951-775-206; 024-433-280-746-063; 025-314-268-017-639; 025-325-576-476-515; 025-603-130-807-17X; 025-724-556-647-792; 028-057-689-607-519; 028-861-674-874-136; 029-679-229-700-15X; 031-212-759-316-30X; 032-855-925-230-559; 033-361-564-422-171; 033-897-133-243-513; 034-128-669-535-004; 034-754-087-375-387; 035-621-543-066-746; 035-732-711-818-110; 037-332-899-218-896; 037-592-170-891-980; 038-282-844-160-774; 038-338-249-652-512; 038-518-224-397-074; 038-774-542-586-543; 041-988-014-008-792; 042-150-976-376-446; 042-211-611-512-122; 044-587-658-009-282; 046-758-542-260-105; 047-345-830-507-10X; 047-418-312-015-222; 048-350-479-859-580; 050-767-457-050-575; 051-030-542-888-807; 051-875-265-995-253; 052-764-550-033-576; 053-426-418-496-72X; 053-440-685-088-799; 054-059-910-999-139; 054-217-894-050-126; 054-934-555-329-431; 055-222-575-590-371; 057-637-631-275-104; 057-924-260-215-808; 058-423-255-593-848; 059-029-156-049-151; 061-022-798-705-771; 061-127-164-780-324; 061-331-488-401-843; 061-573-417-898-516; 061-802-400-313-389; 063-109-306-354-659; 063-919-757-599-959; 066-507-991-192-397; 066-938-226-811-490; 068-949-723-529-636; 069-533-155-665-652; 071-955-404-931-475; 072-160-141-723-785; 072-850-693-474-869; 073-776-484-238-513; 073-792-416-479-745; 074-476-534-154-353; 076-635-094-707-281; 077-146-417-849-137; 077-688-332-041-741; 078-038-870-168-717; 080-714-226-639-63X; 081-723-563-994-254; 082-092-448-990-096; 082-865-385-382-203; 083-778-377-219-423; 085-921-682-031-840; 087-520-867-320-302; 091-258-496-326-046; 092-459-737-286-258; 098-884-121-474-600; 099-095-725-205-22X; 100-268-729-340-070; 101-822-164-343-021; 103-705-771-764-928; 104-197-976-996-907; 104-329-404-127-628; 105-575-917-674-176; 106-377-304-980-209; 108-750-063-494-933; 114-950-971-730-974; 118-595-243-854-428; 119-145-534-986-277; 119-807-185-575-137; 123-899-687-687-732; 124-511-085-095-492; 129-439-411-391-130; 131-805-877-870-511; 138-334-704-586-850; 143-100-717-670-110; 143-700-148-440-217; 143-761-866-217-430; 144-642-344-508-34X; 149-942-899-361-325; 151-198-972-962-725; 162-304-105-889-385; 176-132-732-221-43X,94,true,cc-by-nc-nd,green
094-164-378-889-763,Promoting more socially responsible corporations through a corporate law regulatory framework,,2017,journal article,Legal Studies,02613875; 1748121x,Cambridge University Press (CUP),United States,Jingchen Zhao,"This paper aims to lay the foundations for a more critical approach to the relationship between corporate social responsibility (CSR) and corporate law. Limitations on legislative approaches including directors’ duties, disclosure of information, sustainable decisions, direct promotion and corporate internal management structure are critically analysed, trying to find well thought-out and effectively implemented adjudication that provides meaningful instruction for regulating CSR. The paper explores the manner in which corporate law may contribute to accommodating CSR principles within corporate strategies, in order to establish a transformative legal regulatory framework within corporate law by using the authoritative legal mode to promote corporate regulatory mechanisms. The paper critically studies a few legislative measures supported by the relevant legislative experiences from various jurisdictions as examples of currently enforced CSR laws at national level, in order to offer comprehensive and potentially effective legislative suggestions for accommodating CSR elements. However, a ‘one size fits all’ approach is clearly not desirable, and these suggestions should be interpreted and implemented in a locally relevant manner, according to path dependence theory.",37,1,103,136,Corporate social responsibility; Business; Social responsibility; Corporate communication; Corporate security; Law and economics; Law; Adjudication; Corporate law; Path dependence; Corporate governance,,,,,https://www.onlinelibrary.wiley.com/doi/abs/10.1111/lest.12140 https://core.ac.uk/display/157854134 https://www.cambridge.org/core/journals/legal-studies/article/abs/promoting-more-socially-responsible-corporations-through-a-corporate-law-regulatory-framework/0731ECC336E5DB4E6EB6919284BB4094 https://eprints.whiterose.ac.uk/99313/ http://irep.ntu.ac.uk/id/eprint/33615/ https://core.ac.uk/download/42624602.pdf,http://dx.doi.org/10.1111/lest.12140,,10.1111/lest.12140,2534356069,,0,000-326-371-577-619; 000-962-661-108-404; 001-293-497-423-461; 001-317-039-151-722; 003-596-997-009-874; 004-737-963-068-30X; 005-720-970-391-389; 006-263-660-054-585; 006-548-156-019-106; 006-826-694-588-274; 008-074-340-591-285; 008-595-452-048-600; 008-748-749-824-02X; 008-851-626-893-725; 009-182-463-241-634; 009-543-731-166-812; 009-668-471-552-467; 009-799-794-020-908; 010-017-977-044-933; 010-287-271-223-841; 011-115-680-393-273; 012-917-425-869-538; 013-599-722-365-884; 014-510-577-243-268; 014-904-025-590-079; 014-941-270-762-770; 015-042-899-191-909; 015-601-247-150-43X; 015-848-885-581-423; 016-742-789-753-476; 017-032-468-776-458; 017-131-887-828-818; 018-266-043-854-930; 018-424-459-736-728; 018-629-484-468-402; 019-911-929-451-757; 020-131-806-034-222; 020-903-734-504-666; 021-395-175-793-251; 021-973-919-308-32X; 024-192-854-853-390; 024-488-409-072-169; 024-655-414-681-394; 025-860-946-678-128; 026-895-802-475-205; 028-661-895-041-641; 029-104-733-314-293; 029-716-865-307-252; 030-073-439-042-887; 030-475-929-639-100; 033-445-837-262-66X; 033-569-081-595-53X; 033-825-002-947-809; 035-556-471-787-086; 037-995-661-784-617; 038-085-041-885-605; 038-659-605-282-966; 038-689-647-162-783; 039-520-274-870-463; 040-012-943-651-810; 041-202-226-504-563; 041-341-757-828-591; 041-664-715-976-584; 043-848-568-058-650; 047-460-128-505-546; 047-959-249-158-205; 050-187-110-687-218; 050-377-516-166-815; 050-845-689-249-728; 051-555-306-408-615; 051-874-175-549-837; 052-802-334-885-429; 053-018-964-146-257; 053-235-285-847-415; 053-953-653-737-540; 054-182-649-208-375; 054-288-747-811-683; 056-029-779-082-071; 057-710-491-211-448; 058-323-629-792-908; 058-487-590-875-335; 058-642-108-207-396; 059-776-348-551-559; 060-204-533-338-831; 061-063-024-956-359; 062-097-978-846-793; 062-348-757-285-025; 063-636-348-478-494; 064-811-196-002-244; 065-361-256-050-514; 065-868-288-204-402; 066-019-658-673-75X; 068-575-289-895-76X; 069-533-155-665-652; 070-426-100-431-279; 071-033-120-773-70X; 071-737-539-334-023; 074-213-141-463-089; 075-874-143-875-081; 080-895-279-270-835; 082-132-329-367-182; 083-126-101-317-66X; 083-742-907-533-010; 084-721-776-531-501; 085-109-384-701-255; 088-876-992-583-703; 091-064-194-887-934; 091-196-830-673-764; 091-548-866-963-970; 091-890-319-030-171; 092-438-341-251-021; 093-204-553-050-197; 095-755-894-466-848; 096-107-773-066-160; 097-788-750-074-830; 099-095-725-205-22X; 101-983-044-462-613; 104-623-355-230-385; 107-274-748-521-438; 107-797-132-440-632; 108-580-604-801-790; 109-010-162-106-214; 110-012-104-741-361; 111-725-311-259-62X; 112-697-302-604-20X; 114-417-307-942-877; 115-604-538-103-384; 115-639-703-913-058; 116-498-491-291-145; 117-031-893-750-188; 120-029-953-928-909; 120-339-631-559-390; 120-595-524-133-696; 121-976-539-687-128; 123-352-883-261-940; 124-319-925-547-093; 124-556-520-280-983; 125-306-883-979-587; 126-454-708-300-62X; 126-665-059-339-283; 128-039-313-779-140; 128-388-306-409-788; 130-429-567-963-744; 134-387-688-290-374; 136-216-371-809-541; 137-178-631-327-445; 138-517-935-226-31X; 139-641-412-398-758; 139-832-841-842-740; 140-425-540-178-978; 142-985-100-848-411; 143-376-355-424-111; 143-696-740-853-783; 144-101-764-460-168; 144-224-536-650-736; 144-381-324-316-663; 145-718-956-433-099; 146-140-363-841-466; 148-085-558-554-639; 149-356-180-549-472; 149-962-312-104-425; 150-113-631-566-597; 150-128-252-899-967; 150-756-983-846-92X; 151-503-954-416-323; 152-503-572-402-280; 152-571-597-138-839; 158-234-267-329-844; 158-274-555-881-584; 159-266-157-361-336; 161-230-320-552-747; 165-509-691-050-184; 166-733-704-601-508; 173-096-242-018-960; 174-298-403-173-139; 175-252-032-764-783; 175-733-078-944-429; 176-169-636-997-544; 176-220-100-364-248; 177-742-930-379-865; 180-336-466-423-432; 183-250-337-211-363; 184-343-425-228-455; 184-690-168-655-283; 185-548-394-374-593; 187-360-686-698-336; 189-355-703-979-591; 190-032-790-526-45X; 198-460-559-082-229,24,true,,green
096-469-161-181-190,A Model of Neutralization Techniques,2018-12-01,2018,journal article,Deviant Behavior,01639625; 15210456,Informa UK Limited,United Kingdom,Muel Kaptein; Martien van Helvoort,"Neutralizations are important explanations for the rise and persistence of deviant behavior. We can find many different and overlapping techniques of neutralizations in the literature, which may be...",40,10,1260,1285,Neutralization; Psychology; Cognitive psychology; Persistence (psychology),,,,,https://repub.eur.nl/pub/113005/A-Model-of-Neutralization-Techniques.pdf https://www.tandfonline.com/doi/citedby/10.1080/01639625.2018.1491696 https://tandfonline.com/doi/pdf/10.1080/01639625.2018.1491696 https://www.narcis.nl/publication/RecordID/oai%3Arepub.eur.nl%3A113005 https://www.tandfonline.com/doi/full/10.1080/01639625.2018.1491696 https://psycnet.apa.org/record/2018-62184-001 https://repub.eur.nl/pub/113005 https://core.ac.uk/download/189917335.pdf,http://dx.doi.org/10.1080/01639625.2018.1491696,,10.1080/01639625.2018.1491696,2902182629,,0,000-802-588-884-702; 001-945-464-803-717; 002-329-721-696-826; 005-070-014-353-073; 007-134-246-330-148; 007-825-630-369-699; 010-486-095-509-155; 013-380-296-703-388; 013-425-010-292-015; 013-841-206-895-021; 013-999-115-125-259; 014-044-734-870-279; 015-980-522-413-218; 016-036-044-750-280; 016-212-646-871-477; 020-370-288-699-010; 020-623-653-096-393; 020-911-565-436-921; 022-746-578-004-569; 023-910-133-354-812; 024-191-433-285-175; 024-693-786-153-08X; 026-586-973-459-067; 027-991-618-328-981; 028-039-298-044-676; 028-183-687-322-47X; 029-433-104-117-26X; 031-497-635-068-916; 035-548-679-625-801; 035-574-128-268-114; 035-692-792-649-393; 036-029-061-137-250; 036-040-189-413-696; 036-964-633-864-953; 037-039-268-769-648; 037-352-270-730-014; 037-719-653-678-629; 039-173-496-330-987; 039-839-629-485-340; 039-933-329-369-074; 042-100-824-847-418; 042-218-253-986-783; 042-593-271-794-43X; 043-002-915-381-833; 045-264-672-229-732; 046-801-863-996-78X; 046-924-185-122-871; 047-010-912-037-338; 049-232-743-720-561; 050-933-776-257-419; 052-251-235-733-798; 052-438-699-110-820; 053-688-125-148-879; 054-329-020-679-827; 054-523-675-834-313; 054-672-698-148-171; 055-211-507-164-545; 055-783-780-111-587; 058-791-128-739-479; 059-540-385-694-769; 059-645-700-593-759; 059-654-688-882-420; 059-933-648-634-109; 060-576-133-913-822; 061-027-863-335-168; 062-465-461-110-253; 063-131-022-871-09X; 063-819-307-803-440; 066-384-146-063-136; 066-783-005-991-885; 067-367-275-358-733; 067-703-578-244-063; 067-943-708-936-774; 068-250-093-047-165; 070-536-868-750-637; 072-429-528-645-207; 072-519-812-623-178; 072-868-849-199-046; 074-329-482-829-207; 077-465-793-447-383; 078-787-247-775-660; 078-922-685-861-218; 079-817-902-796-806; 082-169-958-337-639; 083-799-363-807-77X; 084-290-678-062-738; 088-728-133-580-972; 092-474-089-248-16X; 095-510-508-452-734; 096-226-555-304-863; 097-625-267-473-990; 099-671-418-984-182; 104-262-027-058-415; 104-563-034-257-032; 105-049-307-199-291; 107-208-769-391-315; 110-275-123-661-302; 113-293-070-599-557; 113-332-612-354-503; 114-313-480-672-659; 116-719-937-684-83X; 120-013-079-125-328; 120-384-177-311-530; 120-417-554-411-771; 122-310-511-612-744; 123-334-159-354-821; 124-127-615-864-409; 129-927-575-802-496; 133-723-394-530-911; 134-629-866-216-994; 134-907-343-463-774; 134-936-898-078-397; 143-368-348-081-165; 150-207-339-028-019; 150-527-549-363-854; 160-705-344-029-002; 161-748-607-892-008; 162-034-926-577-736; 165-651-170-191-915; 169-983-809-192-748; 170-143-917-825-710; 173-831-282-616-568; 175-917-000-873-559; 181-970-359-024-799; 193-636-798-707-833; 197-681-145-166-353,67,true,cc-by-nc-nd,hybrid
096-545-862-387-548,Elusive Partnerships: Gas extraction and CSR in Bangladesh,,2012,journal article,Resources Policy,03014207,Elsevier BV,United Kingdom,Katy Gardner; Zahir Ahmed; Fatema Bashir; Masud Rana,"This paper examines Chevron's programme of CSR at a gas field in Bangladesh. Whilst apparently building partnerships in the villages that surround the Bibiyana Gas Field, we suggest that the corporation remains detached from the local population via their community development programmes and employment policies. This contradiction is submerged by ideas and practices within global development discourse which celebrate the disconnection and disengagement of donors via the rhetoric of sustainability. Chiming with development praxis and the neo-liberal values which underscore it by stressing self-reliance, entrepreneurship and ‘helping people to help themselves’, the corporation's Community Engagement Programme does little to meet the demands of local people who hoped for employment and long term investment, a form of connection that is discordant to discourses of self-reliance and sustainability.",37,2,168,174,Corporate social responsibility; Economics; Community engagement; Corporation; Economic growth; Sustainability; Community development; General partnership; Entrepreneurship; International development,,,,,https://ideas.repec.org/p/ehl/lserod/52763.html https://opendocs.ids.ac.uk/opendocs/bitstream/123456789/12898/1/Elusive_partnerships_gas.pdf https://econpapers.repec.org/RePEc:eee:jrpoli:v:37:y:2012:i:2:p:168-174 https://eprints.lse.ac.uk/52763/1/Gardner_Elusive_partnerships_gas_2012.pdf https://opendocs.ids.ac.uk/opendocs/handle/20.500.12413/12898 https://isiarticles.com/bundles/Article/pre/pdf/3574.pdf https://www.sciencedirect.com/science/article/pii/S0301420712000025 https://core.ac.uk/display/16672553 https://core.ac.uk/download/16672553.pdf,http://dx.doi.org/10.1016/j.resourpol.2012.01.001,,10.1016/j.resourpol.2012.01.001,1995122176,,0,002-096-105-615-661; 004-921-534-821-21X; 020-661-534-440-259; 020-775-101-734-257; 027-844-676-894-375; 036-115-337-814-63X; 037-676-115-510-354; 041-515-405-352-021; 060-103-748-540-110; 078-921-610-457-021; 093-597-788-712-175; 137-178-631-327-445; 138-175-032-268-298; 140-152-923-529-48X; 147-209-039-835-59X,32,true,cc-by-nc-nd,green
099-816-175-031-436,Steering CSR Through Home State Regulation: A Comparison of the Impact of the UK Bribery Act and Modern Slavery Act on Global Supply Chain Governance,2017-05-25,2017,journal article,Global Policy,17585880; 17585899,Wiley,United Kingdom,Genevieve LeBaron; Andreas Rühmkorf,"The; home states of multinational enterprises have ; in recent years ; sought to use public ; regulation to; fill the gap; s; left by the absence of a binding ; labor ; standards; framework in ; international law.; This article examines recent ; home state; ini; tiatives to address forced labo; r, ; human trafficking, and slavery in global supply chains, and their interactions with private ; governance ; initiatives. Focusing on a case st; udy of the 201; 5 UK Modern Slavery Act and ; 2010; UK Bribery Act, we analyse two distinct legislative approaches that policymakers have ; used to p; romote corporate accountability; within global supply chains ; and ; explore; the varied ; impacts that these approaches have on corporate behaviour. Empirically, we analyse codes of ; conduct, annual ; CSR ; reports, and supplier terms and conditions for 25 FTSE 100 companies ; to shed light ; into; the impact ; of the; legislation on corporate b; ehaviour.; We find that ; legislation that creates criminal corporate liability ; appears to spur; deeper changes to corporate ; strategy; , and argue that in the case of the Modern Slavery Act, the triumph of voluntary ; reporting over more stringent public labor st; andards ; seems to have; undermined the ; effectiveness of recent governance initiatives to address forced ; labor in global supply chains.",8,,15,28,Supply chain; Accounting; Political economy; Corporate social responsibility; Multinational corporation; Economics; Corporate behaviour; Corporate liability; Legislation; Corporate governance; International law,,,,,http://onlinelibrary.wiley.com/doi/10.1111/1758-5899.12398/abstract http://doi.wiley.com/10.1111/1758-5899.12398 https://ideas.repec.org/a/bla/glopol/v8y2017is3p15-28.html https://www.onlinelibrary.wiley.com/doi/pdf/10.1111/1758-5899.12398 https://core.ac.uk/display/74235459 https://eprints.whiterose.ac.uk/109759/ https://onlinelibrary.wiley.com/doi/full/10.1111/1758-5899.12398 https://core.ac.uk/download/74235459.pdf,http://dx.doi.org/10.1111/1758-5899.12398,,10.1111/1758-5899.12398,2589152110,,0,008-894-415-992-90X; 010-705-523-633-88X; 023-314-792-866-810; 032-889-691-719-559; 051-634-478-902-21X; 057-974-980-034-859; 063-009-650-932-907; 066-174-315-654-661; 073-169-146-264-853; 078-170-659-283-945; 087-412-822-837-625; 090-190-849-990-862; 092-661-204-807-937; 096-049-598-507-578; 100-829-180-445-218; 103-768-779-950-459; 106-455-126-522-58X; 136-768-061-352-561; 138-292-388-454-596; 139-958-156-669-664; 180-693-497-969-169,69,true,,green
100-014-460-831-220,The Role of Precontractual Signals in Creating Sustainable Global Supply Chains,2018-11-21,2018,journal article,Journal of Business Ethics,01674544; 15730697,Springer Science and Business Media LLC,Netherlands,Robert C. Bird; Vivek Soundararajan,"Global supply chains enhance value, but are subject to governance problems and encourage evasive practices that deter sustainability, especially in developing countries. This article proposes that the precontractual environment, where parties are interested in trade but have not yet negotiated formal terms, can enable a unique process for building long-term sustainable relations. We argue that precontractual signals based on relation-specific investments, promises of repeated exchange, and reassuring cheap talk can be leveraged in precontract by the power of framing. We show how these framing signals are amplified in precontract because the lack of credible information, minimal time for reflection, and the role of risk-aversion present in supply chain contract negotiations. The result is a process that is uniquely productive for building long-term and value-generating contractual relations in supply chains, particularly in skeptical or even hostile negotiating contexts. We then show how framed precontractual signals generate a joint contractual surplus through a supernormal profit known as a relational rent. This rent can be invested to improve sustainable practices, an efficient option in a competitive market due to the second order effects that sustainable practices generate. This novel process we propose thus potentially generates superior returns to other trust measures and encourages focus on precontract as a fertile environment for building sustainable investments.",164,1,81,94,Cheap talk; Supply chain; Business ethics; Business; Negotiation; Perfect competition; Corporate governance; Industrial organization; Sustainability; Developing country,,,,,https://link.springer.com/article/10.1007/s10551-018-4067-z https://link.springer.com/content/pdf/10.1007/s10551-018-4067-z.pdf https://research.birmingham.ac.uk/portal/en/publications/the-role-of-precontractual-signals-in-creating-sustainable-global-supply-chains(c2c275f4-dda6-496d-b6e7-9a55b74cb7b3).html https://research.birmingham.ac.uk/portal/files/57380831/Bird_Soundararajan_2018_The_role_of_precontractual_signals_Journal_of_Business_Ethics.pdf https://researchportal.bath.ac.uk/en/publications/the-role-of-precontractual-signals-in-creating-sustainable-global https://ideas.repec.org/a/kap/jbuset/v164y2020i1d10.1007_s10551-018-4067-z.html https://dialnet.unirioja.es/servlet/articulo?codigo=7798605 https://core.ac.uk/download/pdf/267313794.pdf,http://dx.doi.org/10.1007/s10551-018-4067-z,,10.1007/s10551-018-4067-z,2901146032,,0,000-041-826-042-188; 000-766-858-119-272; 003-525-770-995-667; 003-842-242-785-77X; 004-984-162-242-775; 005-556-224-866-58X; 005-839-368-694-094; 006-378-632-920-407; 008-730-008-651-488; 009-817-106-238-425; 010-332-722-580-961; 011-105-273-278-463; 012-649-621-725-971; 013-166-422-409-132; 013-438-593-590-403; 015-408-714-565-93X; 015-571-906-913-484; 015-742-072-750-722; 016-278-425-154-599; 018-493-594-356-348; 019-622-150-886-991; 019-866-978-821-11X; 020-795-660-061-907; 021-094-252-648-041; 022-418-146-848-570; 022-996-870-469-584; 024-867-663-940-312; 025-983-641-335-773; 026-656-323-238-116; 028-642-431-099-358; 031-017-067-892-556; 031-714-119-769-669; 031-791-594-606-884; 032-417-695-004-571; 033-151-467-878-868; 033-836-078-296-735; 035-499-545-276-388; 036-444-966-470-89X; 037-898-843-368-716; 040-456-459-251-206; 040-740-206-774-082; 041-627-980-081-80X; 041-659-281-349-623; 042-028-762-478-755; 042-807-425-625-032; 044-735-545-078-603; 045-222-408-985-154; 045-247-945-244-15X; 045-273-797-382-962; 046-345-045-761-499; 046-506-090-413-105; 046-882-585-683-018; 047-651-570-387-847; 048-487-039-498-213; 049-440-520-447-808; 051-305-063-823-483; 051-690-139-751-433; 053-585-150-241-766; 053-660-720-790-909; 055-187-710-506-953; 055-880-671-048-86X; 056-622-246-615-856; 059-736-364-820-417; 060-530-069-643-632; 061-871-987-984-921; 062-380-468-661-901; 062-827-775-635-955; 063-632-300-282-101; 063-639-974-825-135; 063-668-373-717-668; 065-502-932-271-053; 066-696-100-192-381; 070-937-693-897-246; 071-478-426-340-108; 072-184-504-275-237; 074-755-525-760-783; 078-626-684-189-590; 079-107-052-442-967; 079-194-684-974-070; 079-964-167-314-355; 080-485-661-842-441; 080-665-877-144-245; 081-069-471-541-887; 082-171-985-858-889; 082-208-826-365-266; 083-013-401-854-925; 084-483-720-200-26X; 087-942-160-646-165; 089-363-193-691-452; 089-469-499-303-50X; 090-434-439-562-572; 090-831-556-062-840; 093-928-870-357-823; 094-825-604-710-449; 094-948-567-377-80X; 097-206-258-821-942; 097-728-767-876-376; 098-950-277-295-601; 101-732-984-606-844; 102-157-906-470-652; 102-209-767-634-670; 103-595-590-319-417; 104-571-417-535-351; 105-174-390-664-395; 105-881-485-819-719; 106-139-972-837-973; 106-197-887-141-918; 106-675-525-018-238; 107-304-715-433-145; 109-466-056-130-611; 112-361-328-542-263; 113-097-696-617-229; 114-145-246-831-316; 117-024-739-652-146; 117-580-275-974-776; 118-649-207-838-261; 119-306-152-829-123; 121-401-994-161-008; 125-815-462-146-865; 126-309-499-355-024; 127-940-701-209-700; 128-341-929-119-076; 129-248-945-741-80X; 129-379-720-222-03X; 130-328-756-483-114; 132-937-418-359-889; 136-551-521-881-433; 139-008-885-352-430; 145-111-442-583-144; 147-391-787-291-587; 147-636-639-652-873; 153-983-152-076-580; 162-630-029-534-235; 165-794-250-378-489; 167-614-590-222-239; 169-587-546-211-366; 170-851-664-310-256; 172-319-849-222-115; 173-019-851-761-515; 176-840-239-097-540; 181-150-227-571-64X; 183-043-363-011-814; 185-582-178-389-79X; 185-845-866-594-30X; 189-916-775-528-295; 195-385-892-676-833,11,true,cc-by,hybrid
101-239-456-140-463,Resource governance dynamics: The challenge of ‘new oil’ in Uganda,,2014,journal article,Resources Policy,03014207,Elsevier BV,United Kingdom,James Van Alstine; Jacob Manyindo; Laura Smith; Jami L. Dixon; Ivan AmanigaRuhanga,"Abstract Resource governance norms have evolved at multiple scales to counter the potential negative socio-economic, environmental and institutional impacts of the extractive industries. Advocates of these ‘good governance’ initiatives have sought to mainstream transparency throughout the extractive industries value chain and implement pro-poor projects at the site level. However, these types of resource governance interventions often fall short of their promised development benefits. Poorly understood is how the process of resource extraction and the expectation of supposed revenue windfalls affect the governance dynamics of host countries and localities. Using a qualitative and inductive approach this paper highlights emerging spaces of governance within a new petro-state, Uganda. The research findings highlight four significant governance gaps: lack of coherence among civil society organisations (CSOs); limited civil society access to communities and the deliberate centralisation of oil governance; industry-driven interaction at the local level; and weak local government capacity. The ad hoc and fragmented modes of resource governance in the oil bearing regions, particularly related to transparency and corporate social responsibility activities, do not bode well for this new petro-state’s development trajectory. By identifying how spaces of resource governance emerge in new resource contexts, more proactive and timely interventions can be designed and implemented by state and non-state actors.",40,,48,58,Project governance; Corporate social responsibility; Economics; Local government; Centralisation; Good governance; Natural resource; Corporate governance; Economic growth; Civil society; Economic system,,,,,https://cyberleninka.org/article/n/1226072.pdf https://ideas.repec.org/a/eee/jrpoli/v40y2014icp48-58.html http://www.sciencedirect.com/science/article/pii/S0301420714000038 https://eprints.whiterose.ac.uk/79825/1/1-s2.0-S0301420714000038-main.pdf https://core.ac.uk/display/82488605 https://econpapers.repec.org/RePEc:eee:jrpoli:v:40:y:2014:i:c:p:48-58 https://www.sciencedirect.com/science/article/pii/S0301420714000038 https://eprints.whiterose.ac.uk/79825/ https://core.ac.uk/download/29031500.pdf,http://dx.doi.org/10.1016/j.resourpol.2014.01.002,,10.1016/j.resourpol.2014.01.002,2113195791,,0,003-190-146-905-814; 003-891-246-212-283; 005-963-117-554-490; 007-952-024-645-819; 014-091-925-416-839; 014-361-917-848-575; 015-451-600-563-761; 022-872-605-337-498; 023-826-221-534-723; 026-051-042-661-370; 030-539-907-903-361; 044-981-075-318-919; 049-257-375-870-03X; 049-844-924-541-092; 052-889-616-467-131; 054-661-726-945-183; 055-845-070-242-460; 065-161-557-938-924; 065-243-634-057-59X; 066-198-738-657-369; 074-262-539-809-773; 075-438-889-588-045; 076-531-264-733-022; 081-368-978-119-327; 082-972-677-717-523; 083-614-340-500-552; 084-525-393-379-487; 085-003-335-500-806; 085-841-607-651-847; 091-220-847-854-411; 096-400-906-507-250; 098-834-168-907-826; 099-724-357-320-927; 101-467-377-055-417; 111-790-048-029-069; 118-131-786-264-488; 121-008-855-493-394; 124-307-186-010-269; 131-897-623-013-000; 132-205-302-887-328; 136-618-543-557-021; 137-178-631-327-445; 137-763-748-635-836; 139-536-505-110-405; 140-152-923-529-48X; 144-270-288-068-284; 146-140-363-841-466; 148-488-924-813-650; 151-192-012-542-881; 155-472-907-814-675; 157-986-016-491-463; 162-317-169-311-550; 164-129-071-371-576; 172-635-721-983-040; 173-187-707-855-392; 177-258-316-595-248; 185-653-881-070-807,53,true,cc-by-nc-nd,hybrid
101-308-206-668-624,The Impact of Interactive Corporate Social Responsibility Communication on Corporate Reputation,2013-11-27,2013,journal article,Journal of Business Ethics,01674544; 15730697,Springer Science and Business Media LLC,Netherlands,David Eberle; Guido Berens; Ting Li,"Companies increasingly communicate about corporate social responsibility (CSR) through interactive online media. We examine whether using such media is beneficial to a company’s reputation. We conducted an online experiment to examine the impacts of interactivity in CSR messages on corporate reputation and word-of-mouth intentions. Our findings suggest that an increase in perceived interactivity leads to higher message credibility and stronger feelings of identification with the company, which also boost corporate reputation and word-of-mouth. This result implies that using interactive channels to communicate about CSR can improve corporate reputation. Our results also show that the detrimental impacts of negative user evaluations on corporate reputation are much higher than the favorable impacts of positive evaluations. This finding suggests that, despite the effectiveness of interactive communication channels, firms need to carefully monitor these channels.",118,4,731,746,Advertising; Business ethics; Corporate social responsibility; Business; Interactivity; Marketing; Corporate communication; Corporate security; Credibility; Reputation; Social media,,,,,https://ideas.repec.org/a/kap/jbuset/v118y2013i4p731-746.html https://repub.eur.nl/pub/51624/Metis_190174.pdf https://core.ac.uk/display/43317462 https://rd.springer.com/article/10.1007/s10551-013-1957-y https://link.springer.com/content/pdf/10.1007%2Fs10551-013-1957-y.pdf https://econpapers.repec.org/RePEc:kap:jbuset:v:118:y:2013:i:4:p:731-746 https://repub.eur.nl/pub/51624/ https://philpapers.org/rec/EBETIO https://dialnet.unirioja.es/servlet/articulo?codigo=4527156 http://ethics.iit.edu/eelibrary/biblio/impact-interactive-corporate-social-responsibility-communication-corporate-reputation https://core.ac.uk/download/43317462.pdf,http://dx.doi.org/10.1007/s10551-013-1957-y,,10.1007/s10551-013-1957-y,2021570179,,0,004-083-345-540-056; 004-120-348-453-468; 012-497-859-084-633; 012-673-090-894-601; 013-331-505-668-726; 014-991-446-112-33X; 016-494-963-851-734; 018-903-063-385-19X; 020-001-183-015-635; 021-167-559-137-996; 024-208-010-945-520; 027-788-678-459-437; 028-661-237-836-979; 037-432-604-768-320; 038-287-528-914-91X; 038-652-918-352-556; 038-927-446-763-196; 043-605-651-281-566; 046-144-750-603-890; 047-852-789-184-375; 052-507-605-033-550; 057-705-352-499-684; 063-792-334-182-101; 067-715-519-706-692; 069-042-280-405-642; 074-071-965-442-554; 074-176-668-531-703; 077-117-467-213-142; 078-106-229-576-047; 083-478-139-790-072; 083-735-682-230-16X; 095-533-348-296-286; 099-360-882-679-618; 101-504-933-139-786; 102-765-867-091-519; 103-807-709-431-361; 108-943-515-131-510; 109-999-098-065-063; 110-520-121-008-04X; 113-544-364-174-558; 122-222-384-714-050; 127-330-379-380-746; 134-289-082-358-70X; 140-094-290-974-985; 147-142-349-704-989; 158-318-851-114-883; 159-744-291-198-537; 162-290-133-902-677; 162-337-117-258-645; 164-411-857-639-887,214,true,,green
102-089-445-799-014,Comparing methods for measuring crime harm/severity,2017-08-23,2017,journal article,Policing: A Journal of Policy and Practice,17524512; 17524520,Oxford University Press (OUP),United Kingdom,Matthew P. J. Ashby,"Ensuring police resources are focused where they are most needed requires understanding of the consequences of crime in relation to offenders, victims and places. Most crime analysis is based on counts of crimes, but not all crimes are equivalent to one another. Researchers have recently developed two methods - the Crime Harm Index and the Crime Severity Score - for weighting crime counts according to the severity of different crime types. This article compares these two methods by applying them to two common crime analysis scenarios: focusing resources on the most important types of crime and in the areas most affected by crime. The two measures are found to produce substantially different results when other factors are held constant. The results of severity-weighted crime analysis (and the decision made based on them) could therefore be greatly influenced by the method chosen. The implications of this are discussed and future research avenues outlined.",12,4,439,454,Human factors and ergonomics; Political science; Weighting; Occupational safety and health; Injury prevention; Crime analysis; Harm; Poison control; Suicide prevention; Criminology,,,,,https://core.ac.uk/display/96675686 https://doi.org/10.1093/police%2Fpax049 https://osf.io/c8dx4/#! https://academic.oup.com/policing/article-abstract/12/4/439/4092861?redirectedFrom=fulltext https://discovery.ucl.ac.uk/id/eprint/10076721/ https://www.safetylit.org/citations/index.php?fuseaction=citations.viewdetails&citationIds[]=citjournalarticle_632659_12 https://irep.ntu.ac.uk/id/eprint/31746/ https://core.ac.uk/download/96675686.pdf,http://dx.doi.org/10.1093/police/pax049,,10.1093/police/pax049,2748580811,,0,000-834-745-963-401; 004-526-116-657-517; 004-779-065-307-618; 021-293-472-547-703; 022-041-969-265-280; 026-218-175-233-62X; 036-827-266-019-326; 040-389-883-887-10X; 061-292-175-114-334; 064-624-468-039-89X; 083-347-919-607-822; 084-725-523-727-977; 091-362-388-069-134; 096-762-312-890-385; 107-933-309-278-76X; 129-577-834-257-641; 137-517-435-131-14X; 142-792-689-441-663; 143-793-265-068-448; 145-833-224-516-423; 161-143-407-433-745; 161-344-996-607-096; 173-447-309-009-842,10,true,,green
102-773-636-319-838,Corporate diversity and corporate social environmental disclosure of listed manufacturing companies in Nigeria,2018-08-10,2018,journal article,Problems and Perspectives in Management,17277051; 18105467,LLC CPC Business Perspectives,Ukraine,Ozordi Emmanuel; Uwalomwa Uwuigbe; Obarakpo Teddy; Ikumapayi Tolulope; Gbenedio Akpevwenoghene Eyitomi,"This study examined the impact of corporate diversity on corporate social environmental; disclosure of registered manufacturing firms in Nigeria. The study considered; both industrial and consumer goods firms, respectively, consisting a total; of 37 firms. A total of 17 firms was selected for this study using purposive random; sampling spanning the period 2012–2016. While the content analysis technique; was engaged to ascertain the extent of corporate social environmental disclosure,; the study adopted the following variables (board size, foreign directors, and gender); as measures for corporate diversity. Findings from the study revealed that; board size, foreign directors and gender had a significant positive influence on the; extent of corporate social environmental disclosure of the selected firms. On the; other hand, the presence of an independent director and non-executive director; had an insignificant positive influence on corporate social environmental disclosure.; Thus, the study recommends that a large and diverse board with experience,; expertise and women involvement would enhance mandatory environmental audit; and environmental grievance mechanism report, and if necessary, an ecological; committee would be established, and also community leader on the board would; contribute enormously to the going concern of the business",16,3,229,244,Accounting; Business; Content analysis; Grievance; Going concern; Diversity (business); Environmental audit; Index (economics); Environmental disclosure; Publication,,,,,http://eprints.covenantuniversity.edu.ng/11426/ https://www.businessperspectives.org/journals/problems-and-perspectives-in-management/issue-289/corporate-diversity-and-corporate-social-environmental-disclosure-of-listed-manufacturing-companies-in-nigeria https://doaj.org/article/220a30699dc24d158c64d387d28619f9 https://core.ac.uk/download/160645324.pdf,http://dx.doi.org/10.21511/ppm.16(3).2018.19,,10.21511/ppm.16(3).2018.19,2885198306,,0,001-209-164-035-36X; 001-765-770-812-971; 003-449-910-087-897; 004-666-570-193-411; 010-210-131-145-962; 011-316-914-852-112; 011-550-454-364-905; 012-915-996-059-935; 014-220-636-594-020; 014-229-080-427-104; 016-720-230-941-591; 017-847-554-540-035; 019-431-023-637-018; 021-527-868-010-178; 024-182-183-225-342; 024-436-108-594-217; 028-948-405-834-39X; 028-961-181-552-743; 030-558-138-555-940; 031-613-960-583-423; 031-787-786-750-977; 032-326-528-408-962; 038-781-328-369-607; 039-029-383-909-769; 039-229-040-140-43X; 048-917-030-589-343; 051-188-654-547-484; 051-393-730-216-859; 055-544-755-668-238; 064-195-001-156-889; 066-139-166-121-074; 072-241-716-502-065; 072-872-490-207-91X; 077-142-076-488-784; 078-612-863-980-831; 079-363-214-561-671; 079-878-138-108-586; 081-661-514-943-003; 082-024-412-883-817; 083-944-617-377-326; 084-389-890-585-181; 103-500-584-713-843; 103-864-489-925-431; 104-644-648-054-090; 104-791-835-681-356; 109-452-978-367-378; 111-850-947-033-696; 112-747-469-164-43X; 115-175-047-606-611; 116-840-236-946-424; 120-736-229-508-674; 123-899-687-687-732; 133-935-227-260-605; 136-456-189-010-402; 149-634-627-932-505; 153-328-363-305-936; 156-108-291-235-709; 158-252-124-968-584; 160-311-117-311-188; 168-311-912-059-082; 177-554-876-210-541; 181-354-890-724-280; 188-123-564-000-89X,7,true,cc-by,gold
106-983-473-263-390,Reflections on how to Address the Violations of Human Rights by Extractive Industries in Africa: A Comparative Analysis of Nigeria and South Africa,2017-04-21,2017,journal article,Potchefstroom Electronic Law Journal,17273781,Academy of Science of South Africa,,Serges Djoyou Kamga; Ogehcukwu O Ajoku,"<jats:p>Transnational companies (TNCs) in general and those operating in the extractive industry sector in particular have an impact on the realisation of human rights. Yet under international human rights law, instruments regulating TNCs’ obligations in terms of human rights are non-binding. Consequently, the state in which TNCs operate remains the only duty bearer of human rights and should ensure that companies under its jurisdiction comply with human rights.&#x0D;;  &#x0D;; The aim of this article is to examine the extent to which Nigeria and South Africa comply with their obligations to ensure that TNCs in extractive industries operating within their borders promote and respect human rights. Ultimately it is argued that the legal architecture in the countries under study does not satisfactorily shield people from the actions of TNCs.&#x0D;;  &#x0D;; In an attempt to remedy the situation, it is suggested that a way forward could be constructed on the following pillars: inserting human rights clauses into international trade and investment agreements; raising awareness of and sensitization on the importance of corporate social responsibility as a ""profit maximising mechanism""; turning corporate social responsibility into binding human rights obligations; and using international human rights monitoring mechanisms. Though the points made in this article generally engage the human rights impacts of extractive industries in Nigeria and South African, the proposed solutions are generalisable to other societies in which these industries operate.&#x0D;;    </jats:p>",17,1,452,519,,,,,,https://core.ac.uk/download/pdf/231091774.pdf,http://dx.doi.org/10.17159/1727-3781/2014/v17i1a2255,,10.17159/1727-3781/2014/v17i1a2255,,,0,,1,true,cc-by,gold
107-977-201-221-993,How Perceived Corporate Social Responsibility Affects Employee Cynicism: The Mediating Role of Organizational Trust,2018-05-02,2018,journal article,Journal of Business Ethics,01674544; 15730697,Springer Science and Business Media LLC,Netherlands,Carolina Serrano Archimi; Emmanuelle Reynaud; Hina Mahboob Yasin; Zeeshan Bhatti,"This study examines to what extent perceived corporate social responsibility (CSR) reduces employee cynicism, and whether trust plays a mediating role in the relationship between CSR and employee cynicism. Three distinct contributions beyond the existing literature are offered. First, the relationship between perceived CSR and employee cynicism is explored in greater detail than has previously been the case. Second, trust in the company leaders is positioned as a mediator of the relationship between CSR and employee cynicism. Third, we disaggregate the measure of CSR and explore the links between this and with employee cynicism. Our findings illustrate that the four distinct dimensions of CSR of Carroll (economic, legal, ethical, and discretionary) are indirectly linked to employee cynicism via organizational trust. In general terms, our findings will help company leaders to understand employees’ counterproductive reactions to an organization, the importance of CSR for internal stakeholders, and the need to engage in trust recovery.",151,4,907,921,Business ethics; Corporate social responsibility; Psychology; Social exchange theory; Perception; Quality of Life Research; Cynicism; Organizational trust; Social psychology,,,,,https://dialnet.unirioja.es/servlet/articulo?codigo=7370316 https://philpapers.org/rec/SERHPC https://ideas.repec.org/a/kap/jbuset/v151y2018i4d10.1007_s10551-018-3882-6.html https://EconPapers.repec.org/RePEc:kap:jbuset:v:151:y:2018:i:4:d:10.1007_s10551-018-3882-6 https://hal-amu.archives-ouvertes.fr/hal-01796415 https://researchportal.port.ac.uk/portal/files/13451838/BHATTI_cright_How_perceived_corporate_social_responsibility_affects_employee_cynicism.pdf https://puredev.port.ac.uk/en/publications/how-perceived-corporate-social-responsibility-affects-employee-cy https://link.springer.com/article/10.1007/s10551-018-3882-6 https://core.ac.uk/download/195277651.pdf,http://dx.doi.org/10.1007/s10551-018-3882-6,,10.1007/s10551-018-3882-6,2802789794,,0,000-600-969-743-668; 001-100-698-335-608; 002-283-044-595-647; 002-760-851-928-056; 003-636-305-306-995; 003-959-107-886-761; 004-580-657-906-165; 006-174-433-547-406; 007-699-515-339-844; 008-393-841-235-455; 008-596-336-114-37X; 009-024-987-910-508; 009-292-371-162-047; 009-404-783-137-001; 011-191-859-195-028; 012-174-374-355-638; 013-665-483-040-275; 013-936-105-074-541; 014-444-105-433-546; 014-904-025-590-079; 017-492-045-801-882; 020-358-973-149-672; 020-704-026-567-488; 021-229-270-784-384; 021-515-628-349-65X; 022-860-465-855-577; 025-724-556-647-792; 026-033-019-788-016; 028-726-000-648-771; 029-066-810-064-917; 029-671-905-945-026; 029-831-033-600-142; 030-008-361-199-727; 031-205-267-338-101; 032-587-781-576-199; 033-171-354-077-456; 034-574-477-918-019; 035-485-649-808-871; 035-775-008-948-757; 039-477-690-947-254; 040-762-255-974-774; 041-801-557-705-882; 041-883-317-402-665; 042-303-210-192-488; 043-005-206-942-689; 043-308-275-964-687; 043-486-855-938-524; 043-682-295-217-574; 043-927-835-324-825; 044-435-215-668-454; 046-280-044-764-765; 048-507-740-211-319; 051-416-036-645-257; 053-250-277-306-550; 053-744-743-261-135; 055-127-219-449-931; 056-277-814-200-268; 056-592-784-253-78X; 057-542-588-400-392; 062-110-807-031-390; 062-557-613-309-738; 064-116-058-215-538; 068-528-726-202-908; 068-711-224-207-448; 070-273-057-201-456; 070-945-989-071-443; 073-411-143-999-857; 074-191-087-043-002; 076-257-896-533-812; 077-014-216-323-396; 077-967-344-046-357; 083-188-577-535-738; 083-585-439-733-516; 083-826-637-958-550; 084-132-356-677-672; 084-850-103-393-563; 086-192-193-330-056; 090-811-385-585-955; 091-126-046-373-545; 095-351-316-267-619; 096-042-614-714-998; 098-184-377-325-118; 102-205-242-946-825; 103-013-458-177-228; 104-248-533-696-611; 104-303-239-152-807; 107-202-075-673-054; 109-102-829-309-641; 112-038-783-349-705; 115-373-591-444-545; 119-626-887-281-560; 124-771-438-841-894; 125-815-462-146-865; 125-871-275-385-488; 130-503-043-268-081; 131-592-185-424-338; 134-274-730-086-908; 134-287-809-759-215; 135-717-138-612-389; 136-454-765-203-984; 136-574-029-697-505; 139-101-567-335-455; 142-594-270-050-762; 144-533-113-289-888; 153-972-102-430-103; 159-452-444-252-73X; 159-592-129-993-014; 162-282-857-062-757; 163-529-639-649-240; 166-837-122-617-960; 170-179-989-648-316; 170-978-164-888-578,117,true,,green
108-771-737-734-626,An Analysis of Corporate Social Responsibility at Credit Line: A Narrative Approach,2007-05-26,2007,journal article,Journal of Business Ethics,01674544; 15730697,Springer Science and Business Media LLC,Netherlands,Michael Humphreys; Andrew D. Brown,"This article presents the results of an inductive, interpretive case study. We have adopted a narrative approach to the analysis of organizational processes in order to explore how individuals in a financial institution dealt with relatively novel issues of corporate social responsibility (CSR). The narratives that we reconstruct, which we label ‚idealism and altruism’, ‚economics and expedience’ and ‚ignorance and cynicism’ illustrate how people in the specific organizational context of a bank (‚Credit Line’1) sought to cope with an attempt at narrative imposition. In particular, our work exemplifies how people in organizations draw on shared discursive resources in order to make sense of themselves and their organizations. We illustrate how many people within the bank found it hard to integrate the normative case for CSR with their version of a narrative identity which had, and continued to be, centred on economic imperatives for new initiatives. Our article demonstrates both the value of the analysis of shared narratives, and represents an attempt to deal adequately with the polyphony of organizational voices, in case studies of CSR.",80,3,403,418,Business ethics; Corporate social responsibility; Sociology; Narrative; Value (ethics); Narrative identity; Ignorance; Cynicism; Sensemaking; Public relations,,,,,https://dialnet.unirioja.es/servlet/articulo?codigo=2716410 http://opus.bath.ac.uk/12029/ https://link.springer.com/article/10.1007%2Fs10551-007-9426-0 https://purehost.bath.ac.uk/ws/files/390088/JBE_BUS_1389_Third_submitted_version_27_03_07.pdf https://researchportal.bath.ac.uk/en/publications/an-analysis-of-corporate-social-responsibility-at-credit-line-a-n https://rd.springer.com/article/10.1007%2Fs10551-007-9426-0 https://philpapers.org/rec/HUMAAO-4 https://core.ac.uk/download/pdf/161909909.pdf,http://dx.doi.org/10.1007/s10551-007-9426-0,,10.1007/s10551-007-9426-0,1984390917,,0,000-192-117-894-933; 000-368-279-182-353; 001-108-363-472-682; 003-533-466-620-350; 010-137-420-730-422; 010-378-556-554-461; 011-053-763-750-458; 011-849-757-863-126; 014-311-996-782-280; 015-013-726-939-074; 020-065-491-549-359; 021-740-135-635-771; 025-069-372-741-217; 025-170-746-007-161; 028-113-857-457-18X; 030-707-343-018-681; 031-640-289-734-013; 033-025-753-354-072; 033-569-081-595-53X; 036-289-903-245-161; 038-890-595-583-934; 039-414-838-564-789; 042-526-331-856-197; 043-696-410-382-776; 043-769-439-069-50X; 047-496-664-326-140; 047-792-519-917-661; 048-183-580-298-671; 050-187-110-687-218; 051-038-380-412-107; 051-874-175-549-837; 055-127-219-449-931; 055-746-263-240-994; 056-803-918-029-466; 059-029-156-049-151; 060-772-162-347-063; 062-110-807-031-390; 063-440-504-091-01X; 063-640-672-478-586; 064-803-455-588-930; 065-818-748-034-593; 068-204-639-812-272; 072-800-020-279-115; 074-652-869-249-75X; 078-265-604-675-687; 079-093-155-130-152; 082-599-066-182-774; 082-815-961-326-23X; 084-576-012-535-950; 085-173-331-899-751; 086-222-599-424-559; 089-011-977-550-739; 091-977-988-414-828; 095-236-524-976-360; 096-020-164-702-270; 099-953-330-898-859; 107-274-748-521-438; 109-480-001-857-400; 114-146-853-009-804; 116-612-010-699-366; 118-790-017-770-828; 126-569-940-375-394; 127-452-874-226-004; 130-441-737-092-542; 131-180-572-109-097; 131-294-950-045-808; 132-476-163-597-527; 134-673-388-036-996; 142-489-947-319-045; 142-600-829-224-427; 151-737-772-776-418; 154-005-654-217-477; 154-028-051-370-861; 159-409-012-144-301; 159-592-129-993-014; 168-778-407-181-297; 171-208-471-058-078; 172-695-474-570-015; 174-280-354-349-146; 174-370-943-473-400; 177-763-916-924-989; 178-175-539-389-25X; 185-050-475-065-604; 187-746-548-399-41X; 188-800-812-031-333; 188-866-922-460-739; 196-267-458-916-610,113,true,,green
108-794-778-823-571,Labor Tax Avoidance and Its Determinants: The Case of Mafia Firms in Italy,2014-08-07,2014,journal article,Journal of Business Ethics,01674544; 15730697,Springer Science and Business Media LLC,Netherlands,Diego Ravenda; Josep M. Argilés-Bosch; Maika M. Valencia-Silva,"This paper develops two new measures of labor tax avoidance (LTAV) based on social contribution expenses reported in financial statements and tests them and their determinants within a sample of 224 Italian firms defined as legally registered Mafia firms (LMFs) due to having been confiscated at some point by judicial authorities, in relation to alleged connections with Italian organized crime. Overall, our results reveal that before confiscation LMFs engage more in LTAV than lawful firms do, whereas after confiscation there is no significant difference between both types of firm. Furthermore, we find that several factors have a significant influence on the probability of engaging in such a practice. This study can enhance further research on the effectiveness of our measures and on the determinants of LTAV in other contexts and for other types of firms. Moreover, these measures can be added to the other direct and indirect methods commonly employed to measure and detect undeclared work representing a primary means of LTAV. Finally, our study allows inferring conclusions on the relation between corporate social responsibility and tax avoidance, suggesting that socially irresponsible firms, such as LMFs, are more likely to adopt this practice.",132,1,41,62,Business ethics; Economy; Corporate social responsibility; Discount points; Economics; Work (electrical); Organised crime; Confiscation; Demographic economics; Sample (statistics); Tax avoidance,,,,,https://link.springer.com/article/10.1007/s10551-014-2304-7?view=classic http://diposit.ub.edu/dspace/handle/2445/106343 https://link.springer.com/article/10.1007/s10551-014-2304-7/fulltext.html http://diposit.ub.edu/dspace/bitstream/2445/106343/1/646718.pdf https://ideas.repec.org/a/kap/jbuset/v132y2015i1p41-62.html https://dialnet.unirioja.es/servlet/articulo?codigo=5989111 https://EconPapers.repec.org/RePEc:kap:jbuset:v:132:y:2015:i:1:p:41-62 https://link.springer.com/article/10.1007/s10551-014-2304-7 https://philpapers.org/rec/RAVLTA https://core.ac.uk/download/78634350.pdf,http://dx.doi.org/10.1007/s10551-014-2304-7,,10.1007/s10551-014-2304-7,1988437514,,0,001-435-300-639-551; 001-737-517-772-242; 002-667-444-281-586; 003-327-409-754-224; 003-573-332-023-979; 003-953-827-736-019; 004-892-125-634-691; 006-417-068-448-533; 007-333-910-634-329; 008-294-212-570-070; 013-123-920-434-103; 013-535-876-047-288; 013-929-178-842-905; 013-965-575-635-107; 016-560-671-510-033; 017-296-925-916-903; 018-842-351-973-512; 019-136-276-268-861; 019-729-278-155-231; 019-813-852-638-433; 021-825-097-354-671; 024-217-332-929-704; 024-300-436-762-117; 028-024-180-658-996; 028-123-795-511-839; 029-168-432-377-496; 033-334-576-413-818; 037-595-454-733-638; 040-269-988-083-873; 047-259-407-382-863; 051-729-945-109-715; 052-736-640-151-148; 052-942-604-354-025; 054-056-445-448-652; 054-638-255-656-792; 057-409-345-602-026; 061-661-038-377-286; 061-983-819-386-718; 063-292-068-812-615; 063-401-235-844-914; 064-251-138-655-690; 065-483-740-149-749; 065-730-428-597-761; 072-925-511-700-006; 074-747-576-504-229; 077-545-174-286-939; 078-204-867-129-435; 083-599-635-210-082; 084-355-619-858-618; 086-461-160-590-655; 093-853-754-681-956; 094-485-385-340-24X; 095-108-463-932-877; 099-879-099-572-123; 101-894-381-500-954; 102-425-139-440-708; 104-128-137-415-383; 115-967-712-470-845; 116-389-306-198-30X; 119-564-101-913-714; 120-354-343-119-476; 124-282-621-776-018; 133-171-623-689-377; 133-684-096-392-312; 136-627-130-375-988; 137-768-582-099-545; 138-687-183-997-008; 139-588-887-890-877; 147-845-542-181-359; 147-961-458-543-378; 148-362-761-661-619; 149-289-528-692-046; 158-496-727-927-993; 159-601-697-325-235; 173-974-331-500-333; 180-850-981-289-33X,14,true,,
110-125-532-658-151,Beyond the public and private divide: remapping transnational climate governance in the 21st century,2008-10-25,2008,journal article,"International Environmental Agreements: Politics, Law and Economics",15679764; 15731553,Springer Science and Business Media LLC,Netherlands,Philipp Pattberg; Johannes Stripple,"This article provides a first step towards a better theoretical and empirical knowledge of the emerging arena of transnational climate governance. The need for such a re-conceptualization emerges from the increasing relevance of non-state and transnational approaches towards climate change mitigation at a time when the intergovernmental negotiation process has to overcome substantial stalemate and the international arena becomes increasingly fragmented. Based on a brief discussion of the increasing trend towards transnationalization and functional segmentation of the global climate governance arena, we argue that a remapping of climate governance is necessary and needs to take into account different spheres of authority beyond the public and international. Hence, we provide a brief analysis of how the public/private divide has been conceptualized in Political Science and International Relations. Subsequently, we analyse the emerging transnational climate governance arena. Analytically, we distinguish between different manifestations of transnational climate governance on a continuum ranging from delegated and shared public-private authority to fully non-state and private responses to the climate problem. We suggest that our remapping exercise presented in this article can be a useful starting point for future research on the role and relevance of transnational approaches to the global climate crisis.",8,4,367,388,Political economy; Political science; Political economy of climate change; Multi-level governance; Negotiation; Climate governance; Public administration; International relations; Corporate governance; Climate change mitigation; Politics,,,,,https://www.lunduniversity.lu.se/lup/publication/0fd7a7fd-9666-4d49-a122-1d6633c5cef4 https://www.narcis.nl/publication/RecordID/oai%3Aresearch.vu.nl%3Apublications%2F2a1c99bf-6f7e-4d8b-9c5f-e7d6fc0c037a https://link.springer.com/article/10.1007/s10784-008-9085-3/fulltext.html https://paperity.org/p/13385641/beyond-the-public-and-private-divide-remapping-transnational-climate-governance-in-the https://EconPapers.repec.org/RePEc:spr:ieaple:v:8:y:2008:i:4:p:367-388 https://ideas.repec.org/a/spr/ieaple/v8y2008i4p367-388.html https://research.vu.nl/ws/files/2382396/10.1007%20s10784-008-9085-3.pdf https://research.vu.nl/en/publications/beyond-the-public-and-private-divide-remapping-transnational-clim https://link.springer.com/article/10.1007/s10784-008-9085-3 https://lup.lub.lu.se/record/1283406 https://link.springer.com/content/pdf/10.1007%2Fs10784-008-9085-3.pdf https://core.ac.uk/display/81086805 http://portal.research.lu.se/portal/en/publications/beyond-the-public-and-private-divide-remapping-transnational-climate-governance-in-the-21st-century(0fd7a7fd-9666-4d49-a122-1d6633c5cef4).html https://core.ac.uk/download/pdf/15458412.pdf,http://dx.doi.org/10.1007/s10784-008-9085-3,,10.1007/s10784-008-9085-3,2101236933,,0,003-996-395-946-302; 006-078-410-744-829; 010-894-366-353-694; 014-211-748-589-395; 016-543-338-852-836; 018-547-542-743-70X; 024-158-842-290-288; 027-367-540-779-918; 030-708-460-136-956; 031-977-417-322-616; 039-738-183-041-020; 044-536-362-052-353; 044-646-376-200-211; 049-452-601-289-643; 051-117-533-252-69X; 055-713-819-353-863; 058-215-917-179-237; 062-513-720-741-10X; 064-728-678-375-935; 066-540-538-924-910; 069-652-985-880-02X; 071-556-757-430-678; 073-536-136-578-279; 074-028-312-040-618; 083-147-773-213-110; 087-351-721-803-673; 087-884-059-471-863; 088-541-703-373-976; 088-631-106-956-128; 088-970-978-435-553; 094-833-112-635-235; 100-399-063-816-596; 101-413-211-895-05X; 101-516-530-086-120; 105-942-150-201-892; 107-692-261-804-34X; 113-452-755-056-008; 114-415-818-754-828; 114-596-018-907-051; 114-662-586-725-929; 122-788-087-838-527; 124-710-637-373-465; 126-622-432-014-971; 128-376-245-437-487; 128-828-991-589-399; 134-577-542-376-869; 137-128-019-482-187; 138-021-921-262-257; 146-052-041-103-583; 146-625-731-339-521; 147-397-411-344-895; 152-208-468-889-795; 153-429-699-026-415; 163-819-406-484-17X; 167-954-868-253-47X; 172-047-160-536-716; 183-072-192-450-101; 185-323-098-756-848; 195-543-229-681-59X; 197-210-681-408-984; 197-520-621-617-489,234,true,cc-by-nc,hybrid
113-261-843-924-301,Is Publicity Always Better than Advertising? The Role of Brand Reputation in Communicating Corporate Social Responsibility,2013-08-13,2013,journal article,Journal of Business Ethics,01674544; 15730697,Springer Science and Business Media LLC,Netherlands,Siv Skard; Helge Thorbjørnsen,"Previous studies on corporate social responsibility (CSR) communication suggest that firms’ social initiatives should be communicated through third-party, non-corporate sources because they are perceived as unbiased and therefore reduce consumer skepticism. In this article, we extend existing research by showing that source effects in the communication of social sponsorships are contingent on the brand’s pre-existing reputation. We argue that the congruence between the credibility and trustworthiness of the message source and the brand helps predict consumer responses to a social sponsorship. The results show that a non-corporate source (publicity) generates more positive brand evaluations than a corporate source (advertising) when the sponsor has a positive reputation. However, the converse effect occurs when brand reputation is low: when the sponsor has a poor reputation, a corporate source generates more positive brand evaluations than a non-corporate source. Mediation analyses show that the interaction effect between CSR information source and brand reputation can be explained by sponsorship attitude, persuasion knowledge, and perceived fit between the brand and the cause.",124,1,149,160,Advertising; Corporate branding; Corporate social responsibility; Business; Brand awareness; Marketing; Brand equity; Publicity; Credibility; Reputation; Brand management,,,,,https://brage.bibsys.no/xmlui/handle/11250/299062 https://philpapers.org/rec/SKAIPA-2 https://rd.springer.com/article/10.1007/s10551-013-1863-3 https://ideas.repec.org/a/kap/jbuset/v124y2014i1p149-160.html https://dialnet.unirioja.es/servlet/articulo?codigo=4899450 https://link.springer.com/article/10.1007/s10551-013-1863-3 https://econpapers.repec.org/RePEc:kap:jbuset:v:124:y:2014:i:1:p:149-160 https://link.springer.com/article/10.1007/s10551-013-1863-3/fulltext.html https://core.ac.uk/download/pdf/52121692.pdf,http://dx.doi.org/10.1007/s10551-013-1863-3,,10.1007/s10551-013-1863-3,2089828361,,0,000-426-493-027-947; 001-271-663-572-36X; 003-937-107-830-314; 004-120-348-453-468; 008-736-978-360-515; 018-195-318-144-300; 020-001-183-015-635; 021-100-312-147-539; 025-724-556-647-792; 025-987-127-861-904; 029-947-399-889-838; 033-165-286-620-814; 033-699-317-165-487; 033-923-309-983-256; 037-479-522-981-871; 037-732-852-110-389; 038-287-528-914-91X; 042-084-568-143-042; 042-894-185-914-457; 047-084-373-523-100; 047-476-485-410-234; 047-692-944-852-178; 051-640-759-879-037; 059-604-224-915-743; 061-032-025-769-668; 061-851-598-224-904; 062-102-780-169-970; 065-220-754-840-691; 069-874-363-700-315; 073-341-679-750-661; 073-556-092-018-699; 077-781-301-357-838; 089-273-938-696-399; 099-459-186-865-142; 103-920-581-159-278; 104-746-430-771-983; 105-215-015-399-145; 105-879-869-115-451; 109-881-515-874-360; 112-082-985-703-563; 112-820-401-511-042; 112-893-689-870-948; 118-591-036-615-338; 119-219-327-650-526; 122-610-021-122-755; 125-476-469-867-426; 132-718-515-719-276; 136-096-324-676-471; 148-395-593-047-716; 148-826-934-832-782; 149-942-899-361-325; 154-539-780-521-601; 155-977-322-197-257; 157-167-010-695-909; 160-010-155-418-649; 162-290-133-902-677; 174-471-746-238-834,76,true,,green
113-293-070-599-557,How Techniques of Neutralization Legitimize Norm- and Attitude-Inconsistent Consumer Behavior,2013-03-26,2013,journal article,Journal of Business Ethics,01674544; 15730697,Springer Science and Business Media LLC,Netherlands,Verena Gruber; Bodo B. Schlegelmilch,"In accordance with societal norms and values, consumers readily indicate their positive attitudes toward sustainability. However, they hardly take sustainability into account when engaging in exchange relationships with companies. To shed light on this paradox, this paper investigates whether defense mechanisms and the more specific concept of neutralization techniques can explain the discrepancy between societal norms and actual behavior. A multi-method qualitative research design provides rich insights into consumers’ underlying cognitive processes and how they make sense of their attitude–behavior divergences. Drawing on the Ways Model of account-taking, which is advanced to a Cycle Model, the findings illustrate how neutralization strategies are used to legitimize inconsistencies between norm-conforming attitudes and actual behavior. Furthermore, the paper discusses how the repetitive reinforcement of neutralizing patterns and feedback loops between individuals and society are linked to the rise of anomic consumer behavior.",121,1,29,45,Business ethics; Norm (social); Sociology; Social learning theory; Cognition; Qualitative research; Consumer behaviour; Techniques of neutralization; Sustainability; Social psychology,,,,,https://link.springer.com/article/10.1007/s10551-013-1667-5 https://philpapers.org/rec/GRUHTO https://rd.springer.com/article/10.1007/s10551-013-1667-5 http://epub.wu.ac.at/id/eprint/4025 https://core.ac.uk/display/18450236 https://ideas.repec.org/a/kap/jbuset/v121y2014i1p29-45.html https://EconPapers.repec.org/RePEc:kap:jbuset:v:121:y:2014:i:1:p:29-45 https://dialnet.unirioja.es/servlet/articulo?codigo=4691379 https://epub.wu.ac.at/id/eprint/4025 https://core.ac.uk/download/18450236.pdf,http://dx.doi.org/10.1007/s10551-013-1667-5,,10.1007/s10551-013-1667-5,2036172895,,0,000-009-329-515-298; 006-563-103-325-375; 008-311-227-365-805; 013-425-010-292-015; 015-890-915-469-053; 016-074-728-767-128; 020-632-504-230-215; 020-911-565-436-921; 022-273-630-092-483; 022-774-738-500-720; 023-462-619-881-085; 025-017-150-709-33X; 026-787-153-498-002; 027-860-001-148-059; 028-039-298-044-676; 030-616-470-437-092; 031-629-351-442-680; 032-779-497-658-310; 037-039-268-769-648; 041-717-032-856-221; 041-781-348-238-610; 043-605-651-281-566; 044-475-326-520-096; 044-866-201-382-732; 045-351-110-208-476; 046-891-125-275-544; 047-010-912-037-338; 048-407-457-323-480; 048-645-419-219-088; 049-550-785-183-630; 049-903-576-934-62X; 052-361-014-991-061; 053-695-294-769-831; 053-876-475-834-914; 054-209-220-950-400; 055-450-998-184-302; 055-835-543-142-760; 057-940-208-356-777; 059-788-359-505-863; 059-811-615-972-659; 063-149-199-202-33X; 066-783-005-991-885; 067-253-312-715-950; 069-259-438-012-556; 070-498-140-291-47X; 070-660-090-646-684; 077-049-344-635-95X; 077-253-517-048-904; 083-944-477-778-231; 094-620-439-196-263; 094-836-116-035-126; 096-424-182-991-986; 097-180-211-557-811; 097-917-687-892-336; 099-348-961-400-88X; 103-318-253-585-268; 104-563-034-257-032; 113-022-053-105-792; 113-460-295-292-295; 114-403-786-288-464; 114-866-670-854-293; 117-057-414-000-394; 118-900-568-505-603; 127-330-379-380-746; 131-180-572-109-097; 133-615-216-407-672; 135-453-088-947-482; 139-119-876-531-586; 142-475-561-485-852; 144-102-684-044-855; 150-628-514-174-44X; 158-823-659-301-969; 160-705-344-029-002; 161-493-572-775-810; 165-651-170-191-915; 169-589-600-359-476; 178-091-174-583-771; 182-138-909-217-757; 184-460-201-449-542,82,true,,
114-301-483-829-027,Do Board Secretaries Influence Management Earnings Forecasts,2017-03-03,2017,journal article,Journal of Business Ethics,01674544; 15730697,Springer Science and Business Media LLC,Netherlands,Lu Xing; Tinghua Duan; Wenxuan Hou,"The role of board secretaries is a unique institutional feature in China. Individuals in this senior executive role are responsible for coordinating information disclosure. We study the impact of board secretaries on management earnings forecasts and find that their legal expertise, accounting expertise and foreign experience help improve management earnings forecast quality. The quality of forecasts, as indicated by their occurrence, frequency, precision and accuracy, is also positively associated with the role duality (e.g. board director, CFO or other senior executive role) and equity holdings of board secretaries and negatively associated with their political connection. The quality of forecasts is found to increase the compensation of board secretaries. Finally, we show that the equity holding of board secretaries reduces litigation risks and increases corporate philanthropic giving.",154,2,537,574,Business ethics; Accounting; Business; Litigation risk analysis; Equity (finance); Quality (business); Earnings; Negatively associated; Information disclosure; Politics,,,,,https://www.research.ed.ac.uk/en/publications/do-board-secretaries-influence-management-earnings-forecasts https://core.ac.uk/display/81857793 https://www.research.ed.ac.uk/portal/en/publications/do-board-secretaries-influence-management-earnings-forecasts(c2b57e1f-a309-4cfb-a441-065014d139c3).html https://ideas.repec.org/a/kap/jbuset/v154y2019i2d10.1007_s10551-017-3478-6.html http://eprints.gla.ac.uk/144955/ https://dialnet.unirioja.es/servlet/articulo?codigo=7372089 https://www.pure.ed.ac.uk/ws/files/33002753/art_3A10.1007_2Fs10551_017_3478_6.pdf https://philpapers.org/rec/XINDBS https://link.springer.com/article/10.1007/s10551-017-3478-6 https://link.springer.com/article/10.1007/s10551-017-3478-6/fulltext.html https://link.springer.com/content/pdf/10.1007%2Fs10551-017-3478-6.pdf https://core.ac.uk/download/195266783.pdf,http://dx.doi.org/10.1007/s10551-017-3478-6,,10.1007/s10551-017-3478-6,2589622130,,0,000-035-854-356-888; 001-460-325-325-609; 001-799-980-739-843; 002-599-656-620-592; 002-647-468-727-249; 003-238-401-171-214; 004-451-081-068-099; 006-397-387-390-724; 008-658-426-072-338; 008-732-476-038-886; 010-034-346-207-956; 010-571-746-552-824; 010-901-966-335-548; 013-006-096-894-925; 014-629-148-280-878; 014-710-379-364-09X; 017-545-851-523-473; 019-804-782-789-716; 024-365-041-398-821; 025-514-591-905-27X; 026-981-787-262-674; 027-915-376-222-783; 027-949-234-544-109; 031-598-292-076-123; 033-447-857-376-671; 036-247-705-960-96X; 036-873-584-532-640; 039-251-382-692-278; 042-754-966-061-27X; 043-349-499-122-447; 043-847-206-006-859; 045-841-063-407-22X; 046-668-920-670-162; 046-780-353-462-489; 047-455-851-574-915; 047-562-019-096-373; 048-827-131-654-934; 050-108-754-240-704; 051-590-026-772-395; 054-748-776-017-264; 055-351-740-364-169; 061-892-183-428-252; 063-821-429-568-525; 063-822-457-814-900; 064-916-631-103-527; 070-549-290-082-590; 071-241-778-844-961; 072-844-568-843-265; 073-627-744-950-509; 076-001-587-395-760; 083-944-617-377-326; 088-141-508-300-816; 088-742-226-000-261; 093-580-452-093-672; 095-127-116-570-959; 095-424-189-225-524; 096-733-806-481-765; 100-366-906-913-95X; 106-619-997-653-532; 109-434-956-989-548; 113-048-834-079-799; 119-925-461-323-452; 123-899-687-687-732; 136-950-034-248-372; 155-200-708-902-059; 163-693-793-478-560; 166-591-176-767-553; 174-641-123-241-956; 181-552-635-473-506,16,true,cc-by,hybrid
114-764-622-944-238,"Sharing Economy, Sharing Responsibility? Corporate Social Responsibility in the Digital Age",2019-06-26,2019,journal article,Journal of Business Ethics,01674544; 15730697,Springer Science and Business Media LLC,Netherlands,Michael Etter; Christian Fieseler; Glen Whelan,"The sharing economy has transformed economic transactions, created new organizational forms, and contributed to changes in consumer culture. Started as a movement with promises of a more sustainable, democratic, and inclusive economy, the sharing economy, and its impact on issues such as privacy, discrimination, worker rights, and regulation, is now the subject of heated debate. Many of these issues root in the changes that digital technologies have brought and the unresolved moral and ethical questions emerging therefrom. This special issue contributes to this ongoing debate with five articles that develop theoretical frameworks and conduct empirical investigations, providing fine-grained analyses of urgent issues in the sharing economy. In this article, we highlight these and other issues that we believe deserve further attention from business ethics scholarship.",159,4,935,942,Business ethics; Digital transformation; Corporate social responsibility; Root (linguistics); Political science; Scholarship; Subject (philosophy); Sharing economy; Public relations; Democracy,,,,European Union Horizon 2020; Norges Forskningsråd,https://biopen.bi.no/bi-xmlui/handle/11250/2735788 https://link.springer.com/article/10.1007/s10551-019-04212-w https://socionet.ru/publication.xml?h=repec:kap:jbuset:v:159:y:2019:i:4:d:10.1007_s10551-019-04212-w https://econpapers.repec.org/article/kapjbuset/v_3a159_3ay_3a2019_3ai_3a4_3ad_3a10.1007_5fs10551-019-04212-w.htm https://philpapers.org/rec/ETTSES https://ideas.repec.org/a/kap/jbuset/v159y2019i4d10.1007_s10551-019-04212-w.html https://research.cbs.dk/en/publications/sharing-economy-sharing-responsibility-corporate-social-responsib https://dialnet.unirioja.es/servlet/articulo?codigo=7378825 https://core.ac.uk/download/222973914.pdf,http://dx.doi.org/10.1007/s10551-019-04212-w,,10.1007/s10551-019-04212-w,2953447792,,0,001-199-803-389-003; 002-026-122-868-261; 002-424-553-696-530; 004-718-343-939-924; 006-605-850-604-901; 006-763-092-707-891; 006-878-397-335-689; 008-311-552-926-135; 008-475-694-369-953; 010-552-567-283-75X; 010-849-289-960-171; 011-504-033-998-70X; 012-238-924-813-550; 012-273-219-960-663; 012-359-077-617-890; 014-363-323-933-819; 014-605-252-246-892; 014-741-900-871-765; 015-312-792-999-825; 016-087-979-065-406; 016-225-534-221-472; 017-147-776-514-820; 020-152-002-610-290; 020-903-671-660-812; 027-385-740-232-000; 030-500-353-276-90X; 031-265-386-368-711; 031-486-119-675-193; 033-209-704-259-366; 033-252-733-254-533; 035-828-472-328-806; 040-135-954-170-895; 040-451-289-861-18X; 041-914-914-075-286; 042-764-817-028-133; 044-053-749-021-475; 045-561-345-718-29X; 047-884-637-519-806; 048-086-522-816-798; 051-429-421-567-358; 054-618-977-714-175; 057-492-760-536-521; 060-024-317-936-02X; 063-374-318-560-705; 063-949-285-738-267; 065-655-063-520-456; 066-164-646-386-949; 067-974-837-207-123; 068-804-529-060-996; 071-617-866-753-077; 072-804-578-046-028; 073-475-474-800-884; 074-774-825-701-260; 075-811-523-793-741; 077-444-831-843-262; 078-173-934-581-781; 078-926-774-888-808; 083-976-037-684-721; 089-020-774-090-124; 089-295-159-128-680; 094-948-567-377-80X; 097-184-966-285-664; 097-392-355-116-235; 098-831-703-811-84X; 099-447-339-997-763; 100-742-052-438-038; 102-056-343-199-076; 104-026-740-776-995; 104-176-286-024-614; 105-857-568-907-896; 107-649-316-344-608; 107-713-630-639-969; 109-088-720-593-775; 116-036-076-665-115; 119-917-999-998-793; 126-678-531-935-47X; 129-360-630-120-208; 129-989-030-331-931; 132-351-147-928-876; 132-872-159-044-959; 137-928-331-916-993; 138-920-916-383-707; 139-027-793-832-182; 141-345-732-007-360; 141-425-187-002-862; 145-154-773-787-336; 146-433-173-921-624; 149-869-476-158-714; 150-216-523-291-508; 153-837-437-475-256; 155-961-417-239-396; 162-869-029-758-209; 184-790-553-293-803; 193-199-343-843-326; 194-376-951-062-321; 197-976-048-354-246,42,true,,green
116-807-294-098-932,"Epistemic Vices in Organizations: Knowledge, Truth, and Unethical Conduct",2018-04-30,2018,journal article,Journal of Business Ethics,01674544; 15730697,Springer Science and Business Media LLC,Netherlands,Christopher Baird; Thomas Calvard,"Recognizing that truth is socially constructed or that knowledge and power are related is hardly a novelty in the social sciences. In the twenty-first century, however, there appears to be a renewed concern regarding people’s relationship with the truth and the propensity for certain actors to undermine it. Organizations are highly implicated in this, given their central roles in knowledge management and production and their attempts to learn, although the entanglement of these epistemological issues with business ethics has not been engaged as explicitly as it might be. Drawing on work from a virtue epistemology perspective, this paper outlines the idea of a set of epistemic vices permeating organizations, along with examples of unethical epistemic conduct by organizational actors. While existing organizational research has examined various epistemic virtues that make people and organizations effective and responsible epistemic agents, much less is known about the epistemic vices that make them ineffective and irresponsible ones. Accordingly, this paper introduces vice epistemology, a nascent but growing subfield of virtue epistemology which, to the best of our knowledge, has yet to be explicitly developed in terms of business ethics. The paper concludes by outlining a business ethics research agenda on epistemic vice, with implications for responding to epistemic vices and their illegitimacy in practice.",160,1,263,276,Epistemology; Business ethics; Epistemic virtue; Sociology; Social constructionism; Set (psychology); Power (social and political); Virtue epistemology; Knowledge acquisition; Novelty,,,,,https://philpapers.org/rec/BAIEVI https://researchonline.gcu.ac.uk/en/publications/epistemic-vices-in-organizations-knowledge-truth-and-unethical-co https://www.research.ed.ac.uk/portal/files/63812984/BairdCalvardJBE2018EpistemicVices.pdf https://ideas.repec.org/a/kap/jbuset/v160y2019i1d10.1007_s10551-018-3897-z.html https://dialnet.unirioja.es/servlet/articulo?codigo=7378865 https://link.springer.com/content/pdf/10.1007/s10551-018-3897-z.pdf https://link.springer.com/article/10.1007/s10551-018-3897-z https://core.ac.uk/download/322481056.pdf,http://dx.doi.org/10.1007/s10551-018-3897-z,,10.1007/s10551-018-3897-z,2800800546,,0,000-497-260-982-044; 004-957-960-544-088; 007-289-354-182-396; 007-567-426-184-954; 007-787-455-776-646; 008-163-552-942-125; 008-781-613-444-41X; 013-021-489-201-742; 013-078-518-917-158; 013-604-658-336-58X; 014-005-434-717-65X; 015-992-690-006-660; 016-291-192-569-297; 017-408-733-552-483; 018-630-812-510-955; 019-007-207-861-492; 020-539-558-113-608; 021-328-926-710-884; 021-693-568-676-449; 022-816-642-411-689; 023-159-749-657-952; 024-734-898-577-790; 029-554-653-911-846; 031-969-167-849-975; 034-189-558-971-224; 035-894-442-201-252; 036-857-910-938-153; 038-867-660-041-512; 040-014-792-071-593; 042-227-577-895-401; 042-243-895-536-949; 043-703-813-468-85X; 043-745-481-749-094; 043-859-263-894-889; 044-734-695-565-226; 045-079-500-787-83X; 045-116-659-822-836; 045-215-095-179-323; 046-558-419-293-386; 046-659-756-221-458; 047-280-068-704-261; 048-745-405-414-614; 049-439-779-773-372; 049-556-352-727-919; 051-290-241-217-197; 051-578-241-206-941; 053-608-093-717-017; 055-091-896-219-904; 055-295-807-470-203; 056-786-757-590-33X; 056-975-680-416-992; 057-327-317-865-196; 058-569-531-059-37X; 058-581-560-472-958; 061-068-961-525-687; 062-565-362-578-799; 063-460-516-163-04X; 063-667-809-071-964; 066-045-029-197-18X; 069-878-999-770-720; 070-565-654-684-796; 071-283-270-297-739; 071-725-276-996-86X; 074-652-869-249-75X; 076-633-059-047-397; 078-976-023-493-798; 078-995-920-776-230; 079-279-330-331-820; 081-042-353-088-794; 081-516-804-787-597; 083-496-139-706-175; 084-553-413-278-164; 089-100-254-163-350; 090-005-431-556-543; 092-012-154-945-986; 095-028-522-721-632; 095-906-020-192-87X; 096-395-367-469-932; 096-969-244-942-216; 098-019-184-236-179; 098-426-256-497-481; 098-465-131-656-057; 098-524-113-378-433; 100-379-345-808-035; 100-555-897-209-006; 102-405-839-692-633; 103-084-614-143-328; 103-283-718-200-405; 103-656-266-748-312; 105-131-184-033-410; 105-186-004-494-809; 105-738-590-124-60X; 108-818-576-289-327; 111-307-431-558-120; 111-892-907-150-711; 112-241-695-803-457; 112-808-220-772-33X; 113-829-748-064-648; 114-966-727-331-863; 117-477-159-856-62X; 118-823-886-629-47X; 119-065-625-478-059; 119-113-819-818-430; 120-510-357-463-00X; 121-228-422-143-289; 128-497-438-036-20X; 128-778-606-046-425; 130-052-901-348-142; 133-285-349-118-066; 141-160-808-888-539; 142-659-984-877-977; 143-645-763-678-199; 144-397-007-543-009; 146-003-568-794-447; 147-695-478-810-219; 149-408-438-915-233; 149-981-382-453-616; 150-575-842-243-989; 150-789-203-860-79X; 152-022-521-837-949; 153-685-634-907-089; 154-760-724-915-174; 156-765-774-346-550; 159-244-288-757-843; 160-905-824-916-846; 161-671-926-429-376; 163-464-279-021-884; 166-356-468-021-796; 172-403-008-787-797; 175-377-335-056-177; 178-740-372-623-778; 179-517-534-055-465; 180-271-457-971-328; 184-404-761-496-893; 185-699-856-813-414; 187-243-184-844-126; 190-309-510-391-685; 196-351-115-053-157,15,true,cc-by,hybrid
118-184-617-426-801,From Preaching to Investing: Attitudes of Religious Organisations Towards Responsible Investment.,2012-01-05,2012,journal article,Journal of Business Ethics,01674544; 15730697,Springer Science and Business Media LLC,Netherlands,Céline Louche; Daniel Arenas; Katinka C. van Cranenburgh,"Religious organisations are major investors with sometimes substantial investment volumes. An important question for them is how to make investments in, and to earn returns from, companies and activities that are consistent with their religious beliefs or that even support these beliefs. Religious organisations have pioneered responsible investment. Yet little is known about their investment attitudes. This article addresses this gap by studying faith consistent investing. Based on a survey complemented by interviews, we investigate religious organisations’ attitudes towards responsible investment including opinions, practices and the impediments for implementing faith consistent investing. Although our results cannot be generalised because of the non-random character of our sample, six main characteristics of faith consistent investing are drawn: investing is not perceived as being in contradiction with religious values, religious values are important drivers, there is a strong community around faith consistent investing, religious investors are pioneering impact investing, implementing faith consistent investing is not without difficulties, and practices vary across regions. The survey also reveals that faith consistent investing has many commonalities with secular responsible investors.",110,3,301,320,Business ethics; Style investing; Economy; Political economy; Sociology; Impact investing; Investment (macroeconomics); Contradiction; Religious values; Faith; Growth investing,,,,,https://econpapers.repec.org/article/kapjbuset/v_3a110_3ay_3a2012_3ai_3a3_3ap_3a301-320.htm https://link.springer.com/article/10.1007/s10551-011-1155-8 https://hal-audencia.archives-ouvertes.fr/hal-01098144/document https://ideas.repec.org/a/kap/jbuset/v110y2012i3p301-320.html https://hal-audencia.archives-ouvertes.fr/hal-01098144 https://philpapers.org/rec/LOUFPT-2 https://dialnet.unirioja.es/servlet/articulo?codigo=4033397,http://dx.doi.org/10.1007/s10551-011-1155-8,,10.1007/s10551-011-1155-8,2070013049,,0,000-090-589-764-312; 001-438-503-201-414; 002-664-126-254-642; 004-213-973-976-304; 008-136-625-560-723; 008-835-640-749-05X; 009-052-836-946-755; 010-109-523-583-359; 014-879-755-691-806; 014-981-424-763-706; 015-212-171-329-417; 015-250-981-490-955; 016-011-436-776-980; 016-792-414-918-233; 017-738-973-732-936; 018-633-629-119-425; 019-936-144-547-223; 020-178-369-333-74X; 020-374-660-512-805; 021-539-447-107-607; 022-196-632-932-128; 024-284-426-798-995; 024-655-414-681-394; 026-197-051-291-561; 026-732-895-216-408; 027-573-321-085-091; 033-117-551-277-927; 035-546-379-094-739; 038-291-533-509-718; 041-217-228-717-900; 044-915-824-707-183; 045-149-860-061-62X; 047-479-495-886-993; 048-918-741-902-943; 050-523-809-280-040; 050-665-035-191-995; 051-051-786-212-662; 055-265-721-957-240; 055-579-540-923-991; 055-710-560-810-135; 056-696-591-521-617; 059-777-399-846-749; 059-812-270-946-504; 060-088-195-347-085; 060-309-161-325-319; 061-251-708-215-306; 063-097-856-184-687; 063-582-002-576-213; 065-361-976-106-088; 065-658-637-134-276; 067-638-415-723-774; 071-529-684-193-46X; 073-428-865-374-008; 077-396-212-317-315; 078-627-149-613-382; 078-948-299-301-058; 082-143-292-159-040; 087-011-699-374-540; 101-795-790-044-44X; 102-061-958-090-620; 106-526-166-022-083; 106-595-277-763-449; 108-646-573-323-704; 109-214-808-681-918; 112-505-412-703-875; 113-871-013-884-775; 117-628-017-229-546; 119-165-142-376-021; 121-093-815-875-389; 125-960-848-180-039; 126-108-313-538-738; 129-328-051-371-520; 130-037-712-207-636; 130-650-918-696-08X; 142-045-908-736-340; 149-415-597-733-491; 151-232-391-333-61X; 156-650-662-656-562; 158-157-913-908-319; 194-138-362-073-977,62,true,,green
118-365-251-203-605,The Social Construction of the Microfinance Industry: a comparison of donor and recipient perspectives,2012-11-05,2012,journal article,Cosmopolitan Civil Societies: An Interdisciplinary Journal,18375391,"University of Technology, Sydney (UTS)",,Arjun Bisen; Bronwen Dalton; Rachel Wilson,"Microfinance has been one of the fastest growing “industries” of the new millennium, with the sector now containing over 10,000 microfinance institutions (MFIs) worth an estimated USD with over $60 billion in assets (Microfinance Information Exchange 2011). This expansion has stimulated interest from both scholars and the mainstream media. There is a growing volume of academic research which broadly centres on two approaches: an “institutionalist perspective” that highlights microfinance as an innovation in applying market solutions to social problems; and the other approach, often described as welfarist, that questions the capacity of an increasingly commericalised sector to realize a mission of poverty reduction. But do these themes and concerns permeate academic boundaries? Specifically, does media coverage in key donor and recipient countries confirm or challenge or even engage with these debates? To date much of this academic literature has overlooked how “microfinance” has been socially constructed in the public sphere through the mass media. Through its interpretation of events, the media can influence the way an issue is discussed and evaluated and in this way influence individual perceptions (Gamson 1988). In this article we present an analysis of recent media coverage of microfinance in one key donor country, the United States and one major recipient country, India. By conducting a media content analysis of 100 newspaper articles (sorted by level of relevance) that appeared in the top 10 highest circulating English language newspapers in India and the US over a 12 month period January-December 2008 we discuss how media coverage in these two countries differed in significant ways. The Indian media sample tended to focus on operational issues and report on specific business activity within the microfinance industry, in general treating it as a ‘regular’ part of the financial and banking system. While the US media sample made broader generalizations about the industry, linking it to meta narratives and broader themes – peculiarly microfinance as an innovation due to its harnessing of market forces to realize positive social outcomes. This finding contributes to understanding of the interpretations, and the differences in interpretations, of microfinance between donor and recipient countries and offers insights into the power relations at play within the microfinance industry and the broader development and business community.",4,2,62,83,Sociology; Social constructionism; Information exchange; Law; Newspaper; Mainstream; Public sphere; Microfinance; Development economics; Social issues; Mass media,,,,,https://www.epress.lib.uts.edu.au/journals/index.php/mcs/article/view/2715 https://opus.lib.uts.edu.au/handle/10453/22713 https://epress.lib.uts.edu.au/journals/index.php/mcs/article/download/2715/3054 https://core.ac.uk/download/213627178.pdf,http://dx.doi.org/10.5130/ccs.v4i2.2715,,10.5130/ccs.v4i2.2715,2084909538,,0,009-129-162-669-132; 009-228-486-675-524; 009-304-185-271-704; 013-584-825-790-566; 019-865-267-728-213; 021-954-235-422-128; 035-586-461-473-531; 040-367-968-971-485; 040-510-777-173-324; 046-740-884-707-100; 047-938-718-557-362; 057-949-341-224-117; 059-354-080-404-901; 059-929-742-167-883; 061-429-466-679-284; 063-056-875-017-373; 064-426-602-972-529; 082-858-121-754-768; 107-886-696-143-670; 109-109-106-699-457; 137-268-777-670-317; 147-002-213-239-948; 164-968-775-943-63X; 165-901-328-561-963; 173-993-770-466-687; 193-811-515-382-377,4,true,cc-by,gold
119-065-625-478-059,Epistemic Virtues Versus Ethical Values in the Financial Services Sector,2017-04-25,2017,journal article,Journal of Business Ethics,01674544; 15730697,Springer Science and Business Media LLC,Netherlands,Emma Borg; Bradford Hooker,"In his important recent book, Ethics and the Global Financial Crisis: Why Incompetence is Worse than Greed (2015), Boudewijn de Bruin argues that a key element of the global financial crisis of 2007–2008 was a failure of epistemic (i.e. knowledge-based) virtue. To improve matters, then, de Bruin argues we need to focus on the acquisition and exercise of epistemic virtues, rather than to focus on a more ethical culture for banking per se. Whilst this is an interesting suggestion and it is indeed very plausible that an increased focus on proper knowledge-related behaviour will be part of a solution, we are sceptical both about de Bruin’s overarching theoretical claims and about his practical suggestions for change. Instead we argue that change in this sector is best promoted by reconceiving of the relationship between financial institutions and the societies they serve, and that this is fundamentally not an epistemic but a moral issue.",155,1,17,27,Positive economics; Business ethics; Epistemic virtue; Financial services; Sociology; Skepticism; Law; Element (criminal law); Virtue; Financial literacy; Financial crisis,,,,University of Reading,https://centaur.reading.ac.uk/70026/ https://link.springer.com/content/pdf/10.1007%2Fs10551-017-3547-x.pdf https://www.mendeley.com/catalogue/8231c4bb-4a16-361b-8b18-6580fc8d4125/ https://paperity.org/p/79643410/epistemic-virtues-versus-ethical-values-in-the-financial-services-sector https://rd.springer.com/article/10.1007/s10551-017-3547-x https://ideas.repec.org/a/kap/jbuset/v155y2019i1d10.1007_s10551-017-3547-x.html https://philpapers.org/rec/BOREVV https://dialnet.unirioja.es/servlet/articulo?codigo=7373697 https://link.springer.com/article/10.1007/s10551-017-3547-x https://link.springer.com/article/10.1007/s10551-017-3547-x/fulltext.html https://core.ac.uk/download/80841589.pdf,http://dx.doi.org/10.1007/s10551-017-3547-x,,10.1007/s10551-017-3547-x,2609919141,,0,008-781-613-444-41X; 041-781-348-238-610; 058-581-560-472-958; 070-353-593-037-91X; 089-188-500-609-258; 107-274-748-521-438; 152-022-521-837-949,10,true,cc-by,green
119-734-330-334-969,Sleeping with the Enemy? Strategic Transformations in Business–NGO Relationships Through Stakeholder Dialogue,2012-04-27,2012,journal article,Journal of Business Ethics,01674544; 15730697,Springer Science and Business Media LLC,Netherlands,Jon Burchell; Joanne Cook,"Campaigning activities of non-governmental organisations (NGOs) have increased public awareness and concern regarding the alleged unethical and environmentally damaging practices of many major multinational companies. Companies have responded by developing corporate social responsibility strategies to demonstrate their commitment to both the societies within which they function and to the protection of the natural environment. This has often involved a move towards greater transparency in company practice and a desire to engage with stakeholders, often including many of the campaign organisations that have been at the forefront of the criticisms of their activity. This article examines the ways in which stakeholder dialogue has impacted upon the relationships between NGOs and businesses. In doing so, it contributes to the call for more ‘stakeholder-focused’ research in this field (Frooman in Acad Manag Rev 24(2): 191–205, 1999; Steurer in Bus Strategy Environ 15: 15–69 2006). By adopting a stakeholder lens, and focusing more heavily upon the impact on one particular stakeholder community (NGOs) and looking in depth at one form of engagement (stakeholder dialogue), this article examines how experiences of dialogue are strategically transforming interactions between businesses and NGOs. It shows how experiences of stakeholder dialogue have led to transformations in the drivers for engagement, transformations in the processes of engagement and transformations in the terms of engagement. Examining these areas of transformation, the article argues, reveals the interactions at play in framing and shaping the evolving relationships between business and its stakeholders.",113,3,505,518,Business ethics; Corporate social responsibility; Sociology; Multinational corporation; Framing (social sciences); Stakeholder analysis; Stakeholder; Public awareness; Public relations; Adversary,,,,,https://rd.springer.com/article/10.1007/s10551-012-1319-1 https://dialnet.unirioja.es/servlet/articulo?codigo=4213887 https://hydra.hull.ac.uk/resources/hull:9515 https://ideas.repec.org/a/kap/jbuset/v113y2013i3p505-518.html https://philpapers.org/rec/BURSWT https://econpapers.repec.org/RePEc:kap:jbuset:v:113:y:2013:i:3:p:505-518 https://link.springer.com/article/10.1007/s10551-012-1319-1 https://hull-repository.worktribe.com/output/465764,http://dx.doi.org/10.1007/s10551-012-1319-1,,10.1007/s10551-012-1319-1,1985122561,,0,001-665-423-207-461; 004-855-073-252-292; 007-474-390-411-680; 007-938-489-413-371; 011-592-388-397-316; 014-327-382-280-389; 017-847-462-926-395; 018-008-386-305-106; 018-360-147-173-954; 019-274-902-141-530; 022-103-311-174-922; 025-058-524-853-792; 027-700-418-268-176; 034-069-037-001-20X; 035-806-764-285-660; 036-691-538-479-204; 039-885-288-017-924; 041-744-119-981-58X; 045-683-602-068-343; 051-875-265-995-253; 053-235-285-847-415; 053-394-226-493-192; 054-776-403-986-108; 059-203-051-338-329; 061-020-259-335-637; 063-919-757-599-959; 064-332-599-389-254; 066-013-919-563-675; 067-621-814-824-950; 068-949-723-529-636; 069-317-441-795-929; 069-533-155-665-652; 075-449-719-541-985; 077-128-342-989-768; 079-305-264-502-869; 094-481-230-172-044; 113-400-402-948-938; 115-835-235-364-833; 119-595-397-573-14X; 119-755-820-884-667; 127-356-618-215-912; 131-678-911-828-677; 139-755-669-553-122; 150-350-648-878-30X; 159-624-801-552-297; 160-011-540-883-71X; 167-038-153-568-503; 177-719-540-176-936; 183-650-036-991-020; 187-746-548-399-41X; 189-114-072-647-250,96,true,cc-by,green
122-714-601-899-831,The role of law in global value chains: a research manifesto,2016-02-27,2016,journal article,London Review of International Law,20506325; 20506333,Oxford University Press (OUP),,Grietje Baars; Jennifer Bair; Liam Campling; Dan Danielsen; Dennis Davis; Klaas Hendrik Eller; Dezso Farkas; Tomaso Ferrando; Jason Jackson; Daivd Hansen-Miller; Elizabeth Havice; Claire Mumme; Jesse Salah Ovadia; David Quentin; Brishen Rogers; Jaakko Salminen; Alvaro Santos; Benjamin Selwyn; Marlese von Broembsen; Lucie E. White,"Most scholars attribute the development and ubiquity of global value chains to economic forces, treating law as an exogenous factor, if at all. By contrast, we assert the centrality of legal regimes and private ordering mechanisms to the creation, structure, geography, distributive effects and governance of Global Value Chains (GVCs), and thereby seek to establish the study of law and GVCs as rich and important terrain for research in its own right. ; ; Across a growing number of sectors and industries, value production is not just transnational in scope; it is organised and coordinated via global networks that link activities across as well as within firms and nations. These networks are increasingly referred to as ‘Global Value Chains’, or GVCs. The asserted causes of this phenomenon are multiple, and scholars debate which deserves designation as primary.1 We begin from the premise that GVCs are not only the product of shifting economic conditions. They also arise as firms engage dynamically with multiple, overlapping and often conflicting local, national, regional and transnational legal regimes, soft-law normative orders and private ordering mechanisms (hereinafter collectively described as ‘law’).2; ; This article seeks to establish the importance for both scholars and policymakers of investigating some of the complex ways in which the law shapes and is shaped by GVCs. The research agenda articulated here emerged from a series of ongoing conversations among a group of legal scholars, sociologists and political economists that first met in June 2014 under the auspices of the IGLP at Harvard University. For the most part, legal scholarship has only summarily or incidentally analysed GVCs, and similarly, GVCs scholars outside law have not made law a focal point of their theoretical or empirical analyses. We believe that placing law at the centre of the analysis of what have historically been treated as primarily ‘economic structures’ will not only enrich our understanding of the shape, nature and dynamic character of GVCs, but will also help to illuminate the complex inter-relationship between law and global political economy more broadly. ; ; We begin with a broad description of the question at the heart of our collective inquiry: how does law shape the structure and organisation of production globally and how is law impacted through this process? To make this meta-question more concrete, we articulate three thematic starting points for exploration of the relationship between law and GVCs: law and the geography of GVCs; law and the production and distribution of value and power in GVCs; and law and the coordination of GVCs (the latter being a process referred to in the GVC literature as ‘governance’). We focus our research inquiry into the role of law in global structures of production on GVCs both because of their ubiquity in modern capitalism and the rich variety of extant scholarship (largely outside the field of law) exploring GVCs in a variety of industries and contexts. This combination of factors makes GVCs a rich source for research both empirically and theoretically. In an effort to suggest, albeit in a highly preliminary way, what a legal analysis of GVCs might entail, and what insights this line of inquiry might yield, we include brief descriptions of several ongoing research projects initiated by group members. Our goal is to invite scholars in law and related disciplines to begin to view the study of law and global production as an important and worthy field of research in its own right.",4,1,57,79,Global network; Political science; Law; Economic forces; Value (ethics); Scholarship; Corporate governance; Capitalism; Private law; Politics,,,,,https://lsr.nellco.org/nusl_faculty/52/ http://sro.sussex.ac.uk/id/eprint/60053/ https://core.ac.uk/display/42578369 https://scholarship.law.georgetown.edu/cgi/viewcontent.cgi?article=3125&context=facpub https://scholar.uwindsor.ca/lawpub/28/ https://scholarship.law.georgetown.edu/facpub/2106/ https://scholar.uwindsor.ca/cgi/viewcontent.cgi?article=1027&context=lawpub http://wrap.warwick.ac.uk/id/eprint/77628 https://openaccess.city.ac.uk/id/eprint/13202/ https://core.ac.uk/download/42629677.pdf,http://dx.doi.org/10.1093/lril/lrw003,,10.1093/lril/lrw003,2298714893,,0,052-554-343-320-200; 099-720-351-030-12X; 152-831-580-175-287,56,true,cc-by,hybrid
123-732-527-342-861,Reclaiming the Child Left Behind: The Case for Corporate Cultural Responsibility,2014-02-27,2014,journal article,Journal of Business Ethics,01674544; 15730697,Springer Science and Business Media LLC,Netherlands,François Maon; Adam Lindgreen,"Although a reasonable understanding of corporate social responsibility (CSR) exists, one dimension remains largely ignored. That is, the cultural impacts of corporations, or the bearing, at various levels of their business models, activities, and outcomes on the value systems and enduring beliefs of affected people. We introduce the notion of corporate cultural responsibility (CCR). The way corporations address CCR concerns can be reflected according to three stances: cultural destructiveness, cultural carelessness, and cultural prowess. Taken sequentially, they reflect a growing comprehension and increasingly active consideration of CCR concerns by corporations. In turn, we explicitly address issues related to the complex question of determining the cultural responsibilities of corporate actors; specify key CCR-related conceptualizations; and lay a foundation for discussions, debates, and research efforts centered on CCR concerns and rationales.",130,4,755,766,Business ethics; Corporate social responsibility; Sociology; Law; Complex question; Carelessness; Foundation (evidence); Public relations; Business model; Comprehension; Creating shared value,,,,,https://rd.springer.com/article/10.1007/s10551-014-2112-0 https://lilloa.univ-lille.fr/handle/20.500.12210/21510 https://orca.cf.ac.uk/58334/ https://dialnet.unirioja.es/servlet/articulo?codigo=5988920 https://hal.archives-ouvertes.fr/hal-01563058 https://research.cbs.dk/en/publications/reclaiming-the-child-left-behind-the-case-for-corporate-cultural- https://ideas.repec.org/a/kap/jbuset/v130y2015i4p755-766.html https://link.springer.com/article/10.1007/s10551-014-2112-0 https://philpapers.org/rec/MAORTC https://econpapers.repec.org/RePEc:kap:jbuset:v:130:y:2015:i:4:p:755-766 https://core.ac.uk/download/9715689.pdf,http://dx.doi.org/10.1007/s10551-014-2112-0,,10.1007/s10551-014-2112-0,2166618273,,0,000-299-636-920-662; 000-324-739-789-902; 001-828-300-210-541; 001-911-067-804-876; 003-882-759-107-804; 004-704-028-599-272; 004-803-895-375-107; 006-319-214-959-798; 006-428-175-900-971; 007-779-358-945-890; 007-974-273-592-057; 008-710-492-558-606; 011-317-135-974-262; 012-825-985-377-760; 015-672-848-839-505; 016-431-422-399-767; 017-973-147-985-368; 018-015-982-199-536; 019-073-844-174-746; 020-714-118-341-338; 023-003-743-898-893; 024-208-010-945-520; 025-885-727-820-308; 026-249-910-065-223; 026-995-242-424-810; 028-967-109-243-45X; 031-790-757-078-20X; 032-493-317-770-417; 033-579-565-559-569; 033-638-906-438-966; 034-318-841-680-252; 035-244-310-713-323; 038-130-991-275-405; 038-733-120-416-439; 038-811-997-206-383; 040-344-640-544-410; 041-898-461-437-899; 044-677-178-533-711; 046-240-649-389-164; 049-067-185-344-517; 050-862-111-892-586; 053-904-136-980-306; 056-711-364-606-023; 057-883-261-676-392; 068-309-994-849-249; 069-116-725-640-696; 071-248-279-702-426; 071-301-601-334-132; 074-173-984-453-280; 074-196-663-951-117; 074-242-032-337-609; 077-608-925-431-101; 078-198-839-562-727; 079-997-367-306-035; 081-317-883-009-950; 083-836-502-817-805; 084-337-409-577-771; 086-874-127-521-469; 088-919-850-566-219; 089-986-273-024-394; 091-085-068-735-908; 091-410-165-967-723; 092-164-132-026-703; 092-270-205-871-326; 095-450-338-820-001; 095-918-868-262-749; 100-845-800-399-92X; 101-076-276-818-261; 104-819-043-171-974; 105-336-177-175-997; 107-059-599-574-664; 111-296-387-950-991; 111-424-670-194-873; 114-387-252-475-153; 119-399-401-955-08X; 121-372-181-639-975; 121-581-061-262-350; 121-878-992-886-783; 121-914-672-198-741; 126-704-549-352-068; 127-913-927-851-137; 130-072-745-034-384; 131-890-354-265-75X; 132-022-906-707-680; 133-161-268-697-794; 139-641-412-398-758; 142-721-738-523-334; 143-560-764-970-877; 150-756-983-846-92X; 152-822-213-285-084; 155-438-612-602-916; 155-849-634-946-361; 158-890-980-153-130; 159-592-129-993-014; 159-805-626-062-727; 162-405-727-328-788; 163-042-733-779-75X; 163-529-639-649-240; 166-204-621-970-742; 166-264-804-038-063; 172-165-214-399-751; 173-533-732-162-714; 175-602-270-496-697; 176-405-810-839-069; 177-926-282-294-594; 178-397-057-385-09X; 182-867-587-691-99X; 185-066-878-244-988; 187-756-134-531-782; 190-781-778-460-644; 197-068-788-395-891,7,true,,green
123-833-195-792-067,Fiduciary Duty under the Microscope: Stewardship and the Spectrum of Pension Fund Engagement,2019-02-25,2019,journal article,The Modern Law Review,00267961; 14682230,Wiley,United Kingdom,Anna Tilba; Arad Reisberg,"UK pension fund trustees’ interpretations of their fiduciary duties may shape pension fund approaches to corporate stewardship and engagement envisioned by the UK Stewardship Code. Data from interviews with pension fund trustees, executives, investment intermediaries and pensions experts reveals interpretive pluralism of the concept of fiduciary duty in the area of pension funds. This article develops a model identifying the spectrum of pension fund engagement, linking interpretations of fiduciary duty to intensity and methods of engagement in practice. The findings help disambiguate the concept of ‘Fiduciary Duty’, highlighting the practical challenges of Stewardship Code application. These insights are relevant to the ongoing revisions of the Stewardship Code and policy clarifications of the nature of fiduciary duty by the UK Financial Conduct Authority. The paper encourages trustees, regulators and others to consider what role pension fund trustees should have in stewardship, which may not be directly relevant to their fiduciary duties as trustees.",82,3,456,487,Accounting; Intermediary; Business; Institutional investor; Pluralism (political theory); Fiduciary; Stewardship Code; Duty; Pension; Pension fund,,,,,https://papers.ssrn.com/sol3/papers.cfm?abstract_id=3369885 https://bura.brunel.ac.uk/handle/2438/17443 https://bura.brunel.ac.uk/bitstream/2438/17443/3/Fulltext.pdf https://dro.dur.ac.uk/27251/ https://onlinelibrary.wiley.com/doi/full/10.1111/1468-2230.12413 http://dro.dur.ac.uk/27251/ https://core.ac.uk/download/pdf/188181743.pdf,http://dx.doi.org/10.1111/1468-2230.12413,,10.1111/1468-2230.12413,2920868292,,0,,23,true,,green
124-515-362-742-650,Private security beyond private military and security companies: exploring diversity within private-public collaborations and its consequences for security governance,2016-10-13,2016,journal article,"Crime, Law and Social Change",09254994; 15730751,Springer Science and Business Media LLC,Netherlands,Oldrich Bures; Helena Farrand Carrapico,"The aim of this special issue is to widen the existing debates on security privatization by looking at how and why an increasing number of private actors beyond private military and/or security companies (PMSCs) have come to perform various security related functions. While PMSCs produce security for profit, most other private sector actors make profit by selling goods and services that were originally not connected with security in the traditional understanding of the term. However, due to the continuous introduction of new legal and technical regulations by public authorities, many non- security related private businesses nowadays have to perform at least some security functions. Little research, however, has been done thus far, both in terms of security practices of non- security related private businesses and their impact on security governance. This introduction explains how this special issue contributes to closing this glaring gap by 1) extending the conceptual and theoretical arguments in the existing body of literature; and 2) offering a range of original case studies on the specific roles of non- security related private companies of all sizes, areas of businesses, and geographic origin.",67,3,229,243,Security through obscurity; Private sector; Security engineering; Economics; Corporate security; Cloud computing security; Public administration; Public relations; Critical security studies; Security convergence; Economic security,,,,,https://link.springer.com/article/10.1007/s10611-016-9651-5 https://researchportal.northumbria.ac.uk/en/publications/private-security-beyond-private-military-and-security-companies-e https://link.springer.com/content/pdf/10.1007%2Fs10611-016-9651-5.pdf https://paperity.org/p/78290133/private-security-beyond-private-military-and-security-companies-exploring-diversity https://research.aston.ac.uk/en/publications/private-security-beyond-private-military-and-security-companies-e http://nrl.northumbria.ac.uk/38996/ https://research.aston.ac.uk/portal/en/researchoutput/private-security-beyond-private-military-and-security-companies(0cd12258-7cd9-44b4-8a3b-6b70d683ef2a).html https://publications.aston.ac.uk/30724/ https://northumbria-test.eprints-hosting.org/id/document/268978 https://www.mendeley.com/catalogue/87c3e628-e778-39e3-b65d-699dd2398f85/ https://researchportal.northumbria.ac.uk/files/20387501/Private_security_beyond_private_military_and_security_companies.pdf https://rd.springer.com/chapter/10.1007/978-3-319-63010-6_1 https://core.ac.uk/download/82898668.pdf,http://dx.doi.org/10.1007/s10611-016-9651-5,,10.1007/s10611-016-9651-5,2531797397,,0,001-551-198-459-308; 003-571-205-027-927; 006-078-410-744-829; 009-636-502-438-821; 012-723-709-022-94X; 013-744-996-715-157; 015-239-171-380-394; 019-226-065-586-404; 019-843-288-886-459; 021-996-223-357-58X; 025-083-068-754-655; 026-755-467-053-093; 027-272-011-955-080; 029-761-883-070-247; 035-491-079-818-461; 036-444-164-860-095; 038-286-829-025-513; 040-036-504-388-762; 040-529-082-870-983; 040-947-935-211-835; 046-497-263-895-391; 047-137-005-620-739; 047-857-486-742-280; 051-880-826-197-750; 053-318-095-772-233; 055-921-963-376-767; 056-972-023-035-627; 058-902-192-743-201; 062-415-073-721-540; 068-529-901-987-699; 069-216-024-689-807; 069-385-349-766-919; 070-175-822-014-713; 073-987-009-111-716; 074-473-594-086-379; 074-746-395-376-278; 074-869-878-759-222; 074-936-037-767-399; 075-804-142-642-039; 075-851-037-590-662; 077-262-126-275-100; 079-172-817-897-770; 080-019-717-331-029; 080-815-958-676-324; 081-707-591-144-054; 082-171-985-858-889; 086-654-005-819-246; 086-763-091-197-916; 086-906-435-975-159; 089-040-871-084-197; 089-286-585-893-575; 092-445-445-602-75X; 094-153-290-594-983; 101-101-557-604-499; 106-283-743-324-812; 112-276-129-551-005; 115-069-167-556-920; 117-752-058-615-660; 124-383-667-908-20X; 128-461-377-213-895; 134-832-791-903-477; 136-483-823-503-663; 138-279-818-134-52X; 144-298-293-428-605; 145-612-585-182-394; 146-881-338-257-864; 152-215-076-986-882; 162-113-116-737-705; 164-346-706-452-603; 165-047-976-590-228; 167-091-519-812-586; 168-459-796-770-141; 169-582-272-626-835; 169-636-785-282-282; 170-223-338-638-750; 172-007-299-400-710; 174-684-345-764-98X; 181-162-113-868-048; 182-199-495-327-639; 183-348-938-917-914; 185-885-712-357-906; 188-180-031-925-815; 188-899-130-685-113; 191-309-161-628-352; 192-348-570-783-52X; 193-068-350-271-83X; 198-447-919-149-671,13,true,,green
126-990-630-795-94X,Understanding Communication of Sustainability Reporting: Application of Symbolic Convergence Theory (SCT),2018-04-20,2018,journal article,Journal of Business Ethics,01674544; 15730697,Springer Science and Business Media LLC,Netherlands,Mohammed Hossain; Md. Tarikul Islam; Mahmood Ahmed Momin; Shamsun Nahar; Md. Samsul Alam,"The file attached to this record is the author's final peer reviewed version. The Publisher's final version can be found by following the DOI link.The purpose of this paper is to investigate the nature of rhetoric and rhetorical strategies that implicit in the standalone sustainability reporting of the top 24 companies of the Fortune 500 Global. We adopt Bormann (1972) SCT framework to study rhetorical situation and how corporate sustainability reporting (CSR) messages can be communicated to the audience (public). The concepts of SCT in the sustainability reporting’s communication comes under different types of legitimacy strategies used by corporations as a validity and legitimacy claim in the reports. A content analysis has been conducted and structural coding schemes are developed based on the literature. The schemes are applied to the model of the SCT which recognises symbolic convergent processes of fantasy among communicators in a society. The study reveals that most of the sample companies communicate fantasy type and rhetorical vision in their corporate sustainability reporting. However, the disclosure or messages are different across locations and other taxonomies of SCT framework. This study contributes to the current CSR literature and how symbolic or fantasy understandings can be interpreted by the users. Also, it tells about the persuasion styles adopted by the companies for communication purposes. This study is the theoretical extensions of the SCT and researchers may be interested to further investigate other online communication path such as human rights report, director’s report",160,2,563,586,,,,,,,http://dx.doi.org/10.1007/s10551-018-3874-6,,10.1007/s10551-018-3874-6,,,0,000-613-131-948-195; 000-802-211-273-143; 001-598-224-904-320; 001-695-911-910-022; 002-470-676-659-462; 002-484-704-347-595; 003-089-105-705-22X; 005-934-198-383-001; 007-060-573-480-97X; 012-172-840-533-907; 012-805-278-438-570; 012-886-755-613-026; 013-075-070-969-203; 013-415-933-630-538; 013-585-741-575-812; 013-940-888-751-685; 014-104-455-433-334; 014-270-149-996-36X; 014-501-929-688-283; 014-980-505-478-363; 016-411-180-460-079; 018-324-854-065-540; 018-873-977-742-515; 020-186-611-104-284; 020-572-384-103-198; 020-583-896-563-204; 021-557-387-566-009; 022-676-392-143-906; 024-319-115-973-589; 025-041-256-644-503; 025-343-070-754-839; 026-074-388-304-890; 026-310-682-855-767; 027-339-723-966-830; 030-059-413-847-512; 032-225-042-214-903; 032-289-457-604-834; 032-957-594-850-346; 034-680-355-745-016; 035-005-108-667-660; 035-177-364-825-032; 035-556-471-787-086; 037-766-533-059-905; 038-899-244-061-908; 041-506-870-208-741; 043-200-840-148-259; 043-309-914-252-083; 044-828-563-038-35X; 045-201-107-411-584; 046-448-740-323-433; 048-084-385-775-90X; 048-335-689-687-945; 049-299-202-388-654; 051-134-895-616-555; 052-802-334-885-429; 052-995-803-653-596; 055-127-219-449-931; 055-300-952-038-226; 055-425-593-274-372; 056-950-079-940-16X; 058-116-926-792-523; 059-132-666-093-246; 061-401-114-696-852; 061-517-541-042-655; 062-984-951-111-368; 063-046-483-458-808; 067-045-240-607-339; 067-625-101-101-064; 068-022-862-879-923; 069-591-753-734-238; 071-705-012-192-085; 075-743-061-841-443; 075-789-364-487-22X; 076-367-378-612-411; 076-590-599-359-204; 077-034-203-125-575; 077-544-748-673-504; 078-569-872-243-672; 079-386-637-633-472; 082-815-961-326-23X; 083-947-192-955-357; 084-798-990-750-663; 087-135-829-750-87X; 090-951-219-744-636; 092-469-286-640-471; 095-061-657-008-222; 098-926-960-817-208; 100-657-814-529-563; 105-505-856-184-531; 106-315-961-318-940; 107-274-748-521-438; 113-668-058-624-076; 114-781-566-398-731; 116-580-339-940-801; 118-013-216-581-193; 118-354-522-870-183; 118-684-649-570-075; 119-397-843-207-581; 120-516-524-306-923; 121-936-892-650-223; 123-012-191-176-373; 124-614-562-928-402; 126-619-567-094-318; 128-874-772-130-630; 131-825-389-033-552; 132-709-860-583-141; 133-718-238-027-891; 141-490-065-971-949; 144-920-672-345-671; 146-462-219-275-019; 147-386-392-027-355; 147-596-036-982-247; 148-382-488-651-492; 149-064-002-861-397; 151-668-877-533-061; 152-065-284-437-617; 152-779-906-681-45X; 153-047-754-666-156; 153-905-245-264-106; 162-290-133-902-677; 164-120-129-692-364; 170-721-958-617-805; 173-804-389-980-841; 173-923-021-329-673; 175-183-113-888-394; 188-843-065-391-705; 192-600-962-903-393,11,true,,green
131-834-482-553-442,Corporate social responsibility as obligated internalisation of social costs,2019-11-01,2019,journal article,Journal of Business Ethics,01674544; 15730697,Springer Science and Business Media LLC,Netherlands,Andrew Johnston; Kenneth Amaeshi; Emmanuel Adegbite; Onyeka K. Osuji,"We propose that corporations should be subject to a legal obligation to identify and internalise their social costs or negative externalities. Our proposal reframes corporate social responsibility (CSR) as obligated internalisation of social costs, and relies on reflexive governance through mandated hybrid fora. We argue that our approach advances theory, as well as practice and policy, by building on and going beyond prior attempts to address social costs, such as prescriptive government regulation, Coasian bargaining and political CSR.",170,1,39,52,Business ethics; Reflexivity; Corporate social responsibility; Business; Externality; Law and economics; Obligation; Corporate governance; Coase theorem; Politics,,,,,https://www.research.ed.ac.uk/portal/en/publications/corporate-social-responsibility-as-obligated-internalisation-of-social-costs(b84ddefd-55d0-4f44-8d42-dbbfd5d82582).html https://EconPapers.repec.org/RePEc:kap:jbuset:v:170:y:2021:i:1:d:10.1007_s10551-019-04329-y https://link.springer.com/article/10.1007/s10551-019-04329-y https://link.springer.com/content/pdf/10.1007/s10551-019-04329-y.pdf https://philpapers.org/rec/JOHCSR-3 https://eprints.whiterose.ac.uk/153546/ https://researchonline.jcu.edu.au/61012 http://repository.essex.ac.uk/25886/ https://core.ac.uk/download/237396597.pdf,http://dx.doi.org/10.1007/s10551-019-04329-y,,10.1007/s10551-019-04329-y,2987968807,,0,001-012-454-285-683; 001-211-248-466-813; 003-025-422-339-881; 005-048-585-700-488; 006-269-778-408-737; 007-635-925-117-774; 008-672-671-619-57X; 009-497-448-425-247; 010-462-231-887-892; 011-582-120-011-399; 011-685-011-887-000; 013-744-996-715-157; 015-957-234-354-449; 017-450-948-877-583; 020-736-087-760-763; 021-996-223-357-58X; 023-889-347-100-451; 024-508-593-832-791; 027-658-669-918-114; 028-535-521-421-247; 028-642-431-099-358; 028-694-226-320-839; 029-289-608-902-946; 029-289-846-689-669; 030-877-971-384-086; 031-346-615-084-996; 033-395-264-579-711; 035-352-792-734-482; 035-556-471-787-086; 036-938-626-530-104; 037-687-752-936-466; 039-462-310-227-836; 042-073-374-816-436; 045-835-058-178-986; 047-565-773-209-505; 048-219-421-656-04X; 048-874-761-694-326; 048-912-703-761-847; 049-872-340-153-772; 050-723-780-952-398; 052-589-573-951-235; 055-418-037-301-848; 058-330-284-652-971; 058-453-964-883-909; 060-095-738-604-11X; 064-815-116-831-842; 065-089-311-945-215; 066-125-401-014-328; 066-831-837-239-374; 068-024-330-986-786; 070-487-501-261-257; 071-046-215-908-198; 074-308-282-123-135; 074-449-327-177-698; 075-063-951-523-632; 077-228-659-351-55X; 078-922-685-861-218; 082-171-985-858-889; 086-978-455-549-184; 088-993-237-313-315; 093-708-424-431-195; 094-948-567-377-80X; 096-049-598-507-578; 097-213-764-422-536; 101-498-391-902-960; 102-408-888-053-065; 105-374-382-424-064; 105-457-152-919-479; 107-980-118-763-078; 111-118-809-890-49X; 113-813-475-985-700; 121-789-439-716-741; 126-665-059-339-283; 143-282-591-040-163; 143-954-740-398-169; 144-218-408-458-773; 147-581-316-714-827; 148-176-477-732-046; 149-415-597-733-491; 151-604-756-239-058; 155-195-503-239-077; 155-849-634-946-361; 155-879-175-881-390; 159-419-280-815-190; 160-801-631-921-028; 165-135-732-447-177; 166-573-192-779-483; 167-930-562-196-39X; 168-855-921-534-493; 177-685-722-244-829; 178-397-057-385-09X; 182-199-495-327-639; 182-312-301-420-600; 183-435-148-717-833; 187-778-416-535-180; 188-747-286-706-838; 191-854-730-508-910; 199-046-073-381-125; 199-220-914-931-103,16,true,cc-by,hybrid
132-476-163-597-527,Corporate Social Responsibility: Exploring Stakeholder Relationships and Programme Reporting across Leading FTSE Companies,,2005,journal article,Journal of Business Ethics,01674544; 15730697,Springer Science and Business Media LLC,Netherlands,Simon Knox; Stan Maklan; Paul French,"Although it is now widely recognised by business leaders that their companies need to accept a broader responsibility than short-term profits, recent research suggests that as corporate social responsibility (CSR) and social reporting become more widespread, there is little empirical evidence of the range of stakeholders addressed through their CSR programmes and how such programmes are reported. Through a CSR framework which was developed in an exploratory study, we explore the nature of stakeholder relationships reported across leading FTSE companies and the importance they attach to communicating both social and business outcomes. It is evident from the hypotheses tested that the bigger FTSE companies, particularly extraction companies and telecoms, are more adept at identifying and prioritising their stakeholders, and linking CSR programmes to business and social outcomes. However, we draw the general conclusion that building stronger stakeholder relationships through CSR programmes – other than with customers – is not currently a priority for most companies. We also conclude that a limited sophistication in managing multiple stakeholders may compromise the impact of CSR upon business and social results. Finally, the managerial implications and the contribution of our study are discussed before closing with an acknowledgement of the limitations of this work and suggestions for further research.",61,1,7,28,Business ethics; Corporate social responsibility; Business; Empirical evidence; Sophistication; Stakeholder; Acknowledgement; Public relations; Compromise; Exploratory research,,,,,https://www.jstor.org/stable/25123598 https://link.springer.com/article/10.1007%2Fs10551-005-0303-4 https://dspace.lib.cranfield.ac.uk/bitstream/1826/1012/1/Corporate_social_responsibility_exploring_stakeholder_relationships_2005.pdf https://dspace.lib.cranfield.ac.uk/handle/1826/1012 https://philpapers.org/rec/KNOCSR-2 https://rd.springer.com/article/10.1007/s10551-005-0303-4,http://dx.doi.org/10.1007/s10551-005-0303-4,,10.1007/s10551-005-0303-4,2051863693,,0,008-881-886-538-014; 017-973-147-985-368; 018-898-920-581-213; 019-806-548-132-918; 020-780-647-197-760; 022-774-738-500-720; 033-025-753-354-072; 038-605-016-351-923; 041-187-153-556-30X; 045-332-892-013-468; 047-313-749-413-329; 047-435-296-991-833; 049-896-586-431-732; 050-361-993-706-179; 051-875-265-995-253; 055-068-433-378-866; 055-127-219-449-931; 055-189-554-841-408; 060-250-330-475-059; 061-719-630-274-488; 062-110-807-031-390; 063-919-757-599-959; 066-400-343-948-766; 069-533-155-665-652; 069-575-900-857-028; 074-791-843-353-639; 074-935-443-663-179; 080-361-191-972-828; 082-815-961-326-23X; 104-385-945-867-465; 107-274-748-521-438; 134-705-528-470-49X; 144-264-913-204-851; 146-458-221-201-092; 149-824-868-838-429; 158-751-601-576-10X; 164-174-495-048-53X; 172-632-468-547-531; 172-999-637-082-271,191,true,,green
132-793-377-295-056,Assessing Arms Makers¿ Corporate Social Responsibility.,2007-05-22,2007,journal article,Journal of Business Ethics,01674544; 15730697,Springer Netherlands,Netherlands,Edmund F. Byrne,"Corporate social responsibility (CSR) has become a focal point for research aimed at extending business ethics to extra-corporate issues; and as a result many companies now seek to at least appear dedicated to one or another version of CSR. This has not affected the arms industry, however. For, this industry has not been discussed in CSR literature, perhaps because few CSR scholars have questioned this industry’s privileged status as an instrument of national sovereignty. But major changes in the organization of political communities call traditional views of sovereignty into question. With these considerations in mind I assess the U.S. arms industry on the basis of CSR requirements regarding the environment, social equity, profitability, and use of political power. I find that this industry fails to meet any of these four CSR requirements. Countering a claim that these failings should not be held against arms manufacturers because their products are crucial to national defense, I contend that many of these companies function not as dutiful agents of a nation-state but as politically powerful entities in their own right. So, I conclude, they should be held responsible for the foreseeable consequences that flow from use of their products. This responsibility should include civil liability and, in cases involving war crimes and violations of human rights, responsibility under international human rights standards.",74,3,201,217,Business ethics; Corporate social responsibility; Sociology; Human rights; Sovereignty; Legal liability; Social equality; Liability; Public relations; Politics,,,,,https://link.springer.com/article/10.1007/s10551-006-9228-9 https://www.law.upenn.edu/live/files/4211-byrne-e-assessing-arms-makers-corporate-social https://paperity.org/p/12093521/assessing-arms-makers-corporate-social-responsibility https://philpapers.org/rec/BYRAAM-10 https://dialnet.unirioja.es/servlet/articulo?codigo=2353052 https://ideas.repec.org/a/kap/jbuset/v74y2007i3p201-217.html https://link.springer.com/content/pdf/10.1007%2Fs10551-007-9643-6.pdf https://link.springer.com/10.1007/s10551-007-9643-6 https://liberalarts.iupui.edu/philosophy/uploads/docs/AssessingArmsMakers.pdf https://scholarworks.iupui.edu/bitstream/1805/17105/1/arms%20industrycsr.pdf https://econpapers.repec.org/article/kapjbuset/v_3a74_3ay_3a2007_3ai_3a3_3ap_3a201-217.htm https://core.ac.uk/download/160494185.pdf,https://link.springer.com/article/10.1007/s10551-006-9228-9,,,2158924949,,0,002-367-787-058-090; 002-565-869-757-87X; 004-978-105-621-049; 005-921-935-744-661; 009-476-117-582-755; 010-137-420-730-422; 010-231-540-920-619; 011-195-633-524-085; 019-578-277-228-448; 021-918-672-412-130; 029-239-088-818-736; 031-298-713-463-507; 032-209-751-011-009; 033-569-081-595-53X; 040-437-399-463-739; 044-773-386-550-815; 045-206-018-643-765; 046-152-343-616-889; 047-783-330-567-392; 052-316-974-370-489; 052-371-375-440-248; 057-899-834-187-227; 063-926-751-372-775; 069-976-012-581-585; 071-923-735-469-661; 072-546-740-834-294; 082-815-961-326-23X; 084-152-949-299-37X; 087-157-943-797-660; 088-541-703-373-976; 088-919-850-566-219; 090-973-065-437-904; 091-618-561-915-602; 100-333-161-894-393; 107-274-748-521-438; 115-181-797-207-944; 115-894-155-202-797; 118-499-561-843-10X; 124-152-021-720-293; 135-269-014-705-755; 138-175-032-268-298; 156-208-441-443-940; 165-447-098-760-483; 168-595-320-606-633; 179-953-226-050-540,37,true,,
136-431-652-550-355,Corporate Governance and Corporate Social Responsibility Disclosure: Evidence from the US Banking Sector,2013-10-31,2013,journal article,Journal of Business Ethics,01674544; 15730697,Springer Science and Business Media LLC,Netherlands,Mohammad Jizi; Aly Salama; Robert Dixon; Rebecca Stratling,"There is a distinct lack of research into the relationship between corporate governance and corporate social responsibility (CSR) in the banking sector. This paper fills the gap in the literature by examining the impact of corporate governance, with particular reference to the role of board of directors, on the quality of CSR disclosure in US listed banks’ annual reports after the US sub-prime mortgage crisis. Using a sample of large US commercial banks for the period 2009–2011 and controlling for audit committee characteristics, board meeting frequency, and banks’ profitability, size and risk, we find evidence that board independence and board size, the two board characteristics usually associated with the protection of shareholder interests, are positively related to CSR disclosure. This indicates that, with regard to CSR disclosure, more independent boards of directors and larger boards are the internal corporate governance mechanisms which promote both shareholders’ and other stakeholders’ interests. Contrary to our expectations, CEO duality also impacts positively on CSR disclosure. From an agency-theoretical viewpoint, this suggests that powerful CEOs may promote transparency about banks’ CSR activities for their private benefits. While this could indicate that powerful CEOs are under particular pressure to appease stakeholders’ concerns that they might abuse their power by providing a high degree of CSR disclosure, it could also be a sign of managerial risk aversion or managers’ private reputational concerns.",125,4,601,615,Business ethics; Shareholder; Accounting; Profitability index; Audit committee; Corporate social responsibility; Business; Transparency (market); Financial crisis; Corporate governance,,,,,https://philpapers.org/rec/JIZCGA https://dialnet.unirioja.es/servlet/articulo?codigo=4900122 https://link.springer.com/article/10.1007/s10551-013-1929-2 https://researchportal.northumbria.ac.uk/en/publications/corporate-governance-and-corporate-social-responsibility-disclosu https://dro.dur.ac.uk/11547/ https://laur.lau.edu.lb:8443/xmlui/handle/10725/12435 https://econpapers.repec.org/RePEc:kap:jbuset:v:125:y:2014:i:4:p:601-615 https://rd.springer.com/article/10.1007/s10551-013-1929-2 https://eprints.ncl.ac.uk/198400 https://eprint.ncl.ac.uk/198400 http://dro.dur.ac.uk/11547/ https://www.infona.pl/resource/bwmeta1.element.springer-935ca7cc-52c2-3ad5-b595-b5c2d7c3bb34 https://ideas.repec.org/a/kap/jbuset/v125y2014i4p601-615.html https://core.ac.uk/download/pdf/19597509.pdf,http://dx.doi.org/10.1007/s10551-013-1929-2,,10.1007/s10551-013-1929-2,1966315443,,0,000-593-318-399-821; 000-889-591-421-535; 001-250-903-865-581; 002-599-656-620-592; 003-449-910-087-897; 004-666-570-193-411; 007-386-039-632-208; 008-457-666-798-022; 011-672-200-968-245; 012-886-755-613-026; 013-140-563-723-939; 013-837-826-929-964; 013-950-326-361-078; 015-166-696-184-05X; 017-012-395-580-930; 017-046-212-454-268; 019-326-675-528-760; 019-654-800-746-269; 019-710-004-994-345; 022-122-109-449-703; 022-382-623-818-517; 022-867-604-979-425; 023-256-994-725-765; 023-370-435-704-035; 024-817-666-108-622; 026-278-888-605-774; 028-321-965-834-33X; 029-613-410-886-145; 030-274-274-746-616; 032-027-382-592-778; 033-952-143-700-49X; 036-968-277-443-754; 036-979-246-066-419; 039-575-601-163-984; 040-344-640-544-410; 041-939-697-543-16X; 042-075-081-677-793; 043-012-577-504-667; 044-686-753-444-18X; 049-149-806-451-569; 049-433-939-425-709; 051-948-060-546-379; 059-095-445-594-389; 060-621-577-647-641; 060-932-912-810-513; 060-991-878-093-230; 064-049-980-785-404; 065-131-339-672-673; 065-248-222-180-527; 066-400-343-948-766; 067-181-517-911-576; 071-214-809-884-082; 071-472-556-807-012; 074-678-079-165-311; 074-715-693-811-90X; 076-376-007-720-530; 076-551-437-187-006; 079-244-652-890-991; 080-068-289-386-12X; 086-452-436-562-512; 092-315-613-853-764; 093-244-417-551-161; 094-485-878-422-77X; 096-802-071-119-541; 098-615-018-246-276; 100-898-978-885-131; 106-382-307-140-770; 109-088-827-930-081; 113-955-213-695-117; 113-959-390-422-37X; 115-664-517-633-268; 118-502-157-753-318; 120-736-229-508-674; 127-310-368-738-521; 128-740-441-148-816; 130-234-068-648-66X; 134-712-608-658-172; 139-111-281-347-601; 150-756-983-846-92X; 153-802-930-717-36X; 163-360-046-306-743; 163-713-180-711-214; 181-935-297-643-733; 182-170-415-856-399; 182-867-587-691-99X; 185-512-597-867-705; 192-121-378-418-163; 197-924-203-111-38X,492,true,cc-by-nc,green
138-362-439-346-220,Port governance revisited: How to govern and for what purpose?,,2019,journal article,Transport Policy,0967070x,Elsevier BV,United Kingdom,Qiang Zhang; Shiyuan Zheng; Harry Geerlings; Abdel El Makhloufi,"Abstract This review paper investigates and presents generalized answers to the two basic questions of port governance, namely how to govern and for what purpose. The study is based on a total sample of 118 studies on port governance. The results from the analysis of these studies show that port devolution and port re-centralization are the main governance tools at the institutional level. At the strategical level, the main governance tools are port co-opetition, port regionalization, port integration, stakeholder management strategy, and corporate governance. While at the managerial level, the main governance tools are port pricing, port concession, port user/customer relationship management, monitoring and measuring, regulatory control, port security management, and information and communication technologies. The institutional governance tools are generally used by governmental organizations to set the fundamental regulative rules for the port governance system, while strategical tools are applied by port organizations in gaining competitive advantages and increasing market share in the long term. Managerial tools are related to the port business operations and management. Furthermore, The study clearly shows that the main objective of port governance is the improvement of port efficiency and port effectiveness. However, the choice of efficiency-oriented or effectiveness-oriented configuration is largely determined by the port organization's external operating environment, strategies and structures.",77,,46,57,Business operations; Business; Port (computer networking); Market share; Process management; Port security; Stakeholder management; Corporate governance; Competitive advantage; Customer relationship management,,,,Shanghai Social Science; Chinese Ministry of Education (MOE) Project of Humanities and Social Sciences; Chinese National Natural Foundation Projects; Chinese National Natural Foundation Projects; Chinese National Natural Foundation Projects,https://research.hva.nl/en/publications/port-governance-revisited-how-to-govern-and-for-what-purpose https://www.sciencedirect.com/science/article/abs/pii/S0967070X18307066 https://repub.eur.nl/pub/123533 http://www.sciencedirect.com/science/article/pii/S0967070X18307066 https://ideas.repec.org/a/eee/trapol/v77y2019icp46-57.html https://repub.eur.nl/pub/123533/2019-Zhang-Zheng-Malkoufi-en-Geerlings-Transport-Policy.pdf https://www.narcis.nl/publication/RecordID/oai%3Ahbokennisbank.nl%3Aamsterdam_pure%3Aoai%3Apure.hva.nl%3Apublications%2F49942aac-2dad-496e-9f6b-e7eb5c76eea3 https://core.ac.uk/download/286390500.pdf,http://dx.doi.org/10.1016/j.tranpol.2019.03.001,,10.1016/j.tranpol.2019.03.001,2921583220,,0,000-796-503-386-088; 003-475-528-148-934; 004-318-805-838-093; 004-491-771-475-819; 006-331-752-039-739; 009-487-901-587-780; 010-965-489-103-519; 013-391-938-869-544; 013-567-574-591-866; 013-654-278-228-291; 013-912-657-169-358; 014-340-263-906-285; 015-540-944-113-179; 019-205-708-082-566; 019-252-820-632-806; 019-683-586-943-28X; 021-526-636-588-064; 022-234-483-460-570; 022-334-928-509-989; 024-084-672-966-046; 025-493-420-780-02X; 026-355-920-480-112; 026-805-732-324-441; 027-787-196-455-973; 030-040-636-781-952; 032-840-398-402-037; 033-087-956-475-281; 033-472-366-373-85X; 034-453-630-563-066; 042-348-355-883-916; 042-370-680-875-128; 042-758-008-935-808; 042-824-620-645-252; 045-681-649-807-626; 049-733-678-696-205; 049-891-474-759-116; 052-184-940-012-227; 052-592-233-107-975; 052-687-282-351-108; 054-911-734-475-555; 055-157-415-099-569; 058-639-640-721-466; 058-673-788-660-478; 060-797-498-502-371; 063-774-108-697-204; 065-576-809-045-407; 066-468-094-716-569; 067-351-206-635-497; 068-807-352-883-72X; 069-363-757-254-675; 072-042-991-465-025; 073-932-163-527-631; 074-600-088-969-282; 077-344-894-019-66X; 083-461-462-299-581; 093-250-635-456-390; 093-982-527-451-019; 094-857-774-692-323; 095-501-502-248-340; 095-922-845-205-954; 098-995-609-964-517; 099-868-079-314-756; 104-548-459-758-697; 107-615-055-711-717; 118-055-620-393-499; 124-648-298-089-405; 127-043-342-930-378; 145-190-317-254-972; 152-563-558-693-864; 161-861-526-459-995; 162-039-151-981-778; 165-635-338-562-055; 166-316-437-980-074; 169-681-995-848-515; 182-218-505-847-576; 190-531-406-553-135,22,true,,green
143-358-498-666-661,Mixing business with politics: does corporate social responsibility end where lobbying transparency begins?,2019-10-16,2019,journal article,Regulation & Governance,17485983; 17485991,Wiley,United Kingdom,Alvise Favotto; Kelly Kollman,"Scholars increasingly have argued that the future effectiveness and legitimacy of firms' corporate social responsibility (CSR) activities are dependent on more transparent forms of lobbying to ensure firms' policy positions are aligned with their CSR commitments. Very little empirical work, however, has systematically analyzed firms' lobbying disclosures or examined how these firms coordinate their lobbying and CSR activities. We address these empirical questions by analyzing the CSR reports of 150 corporations from Germany, the UK and the US over an 18‐year period and by conducting interviews with the CSR managers of these firms. We find that corporations have become more transparent about their public policy advocacy over time, thus acknowledging that lobbying is a CSR issue. For most firms, however, this commitment to transparency appears to be largely ceremonial. Few firms disclose the specific policy positions they advocate or sufficiently coordinate the work of their lobbying and CSR units to foster greater alignment of these activities. These modest changes in lobbying transparency appear to be driven by legitimacy concerns and, in a few instances, by governance gaps firms perceive to be relevant to their future business interests.",15,2,262,279,Public policy; Accounting; Corporate social responsibility; Business; Transparency (market); Empirical work; Corporate governance; Legitimacy; Politics,,,,Economic and Social Research Council,http://eprints.gla.ac.uk/193509/ https://onlinelibrary.wiley.com/doi/epdf/10.1111/rego.12275 https://onlinelibrary.wiley.com/doi/full/10.1111/rego.12275 https://core.ac.uk/download/pdf/296221649.pdf,http://dx.doi.org/10.1111/rego.12275,,10.1111/rego.12275,2979613357,,0,006-760-441-114-952; 011-612-207-764-38X; 013-881-917-544-144; 014-160-332-147-73X; 021-557-387-566-009; 029-322-536-057-473; 032-830-647-676-081; 044-711-599-450-806; 048-777-855-647-403; 050-057-979-181-082; 050-905-068-581-818; 052-802-334-885-429; 057-455-195-237-912; 062-833-921-790-808; 065-517-451-477-861; 076-665-967-092-51X; 081-658-730-871-422; 082-171-985-858-889; 082-943-334-492-999; 093-666-054-157-877; 093-742-926-655-489; 096-875-838-615-143; 102-274-099-713-322; 103-078-062-409-421; 110-648-445-179-657; 118-222-620-243-410; 119-397-843-207-581; 119-579-869-960-798; 128-156-638-957-446; 129-439-072-695-892; 133-563-133-466-878; 136-018-585-773-858; 146-898-077-070-049; 165-028-854-687-36X; 168-829-755-410-575; 178-397-057-385-09X; 195-459-088-993-271,7,true,cc-by,hybrid
150-540-422-963-736,"How Do Companies Respond to Environmental, Social and Governance (ESG) ratings? Evidence from Italy",2020-01-31,2020,journal article,Journal of Business Ethics,01674544; 15730697,Springer Science and Business Media LLC,Netherlands,Ester Clementino; Richard Perkins,"While a growing number of firms are being evaluated on environment, social and governance (ESG) criteria by sustainability rating agencies (SRAs), comparatively little is known about companies’ responses. Drawing on semi-structured interviews with companies operating in Italy, the present paper seeks to narrow this gap in current understanding by examining how firms react to ESG ratings, and the factors influencing their response. Unique to the literature, we show that firms may react very differently to being rated, with our analysis yielding a fourfold typology of corporate responses. The typology captures conformity and resistance to ratings across two dimensions of firm behaviour. We furthermore show that corporate responses depend on managers’ beliefs regarding the material benefits of adjusting to and scoring well on ESG ratings and their alignment with corporate strategy. In doing so, we challenge the idea that organisational ratings homogenise organisations and draw attention to the agency underlying corporate responses. Our findings also contribute to debates about the impact of ESG ratings, calling into question claims about their positive influence on companies’ sustainability performance. We conclude by discussing the wider empirical, theoretical and ethical implications of our paper.",171,2,379,397,Business ethics; Accounting; Agency (sociology); Conformity; Business; Resistance (psychoanalysis); Corporate governance; Sustainability; Typology; Strategic management,,,,,https://link.springer.com/content/pdf/10.1007/s10551-020-04441-4.pdf https://ideas.repec.org/a/kap/jbuset/v171y2021i2d10.1007_s10551-020-04441-4.html https://econpapers.repec.org/RePEc:kap:jbuset:v:171:y:2021:i:2:d:10.1007_s10551-020-04441-4 https://link.springer.com/article/10.1007/s10551-020-04441-4 http://eprints.lse.ac.uk/id/eprint/103046 https://philpapers.org/rec/CLEHDC https://core.ac.uk/download/286355143.pdf,http://dx.doi.org/10.1007/s10551-020-04441-4,,10.1007/s10551-020-04441-4,3000482579,,0,000-879-921-037-108; 001-144-742-107-296; 008-604-002-983-038; 012-957-291-572-11X; 013-065-157-497-318; 013-152-727-634-94X; 013-936-656-027-952; 014-981-424-763-706; 015-271-876-692-523; 016-632-904-775-324; 017-771-076-509-798; 019-044-404-755-894; 019-090-424-110-337; 019-232-533-854-387; 019-618-302-028-709; 022-156-265-356-686; 022-325-700-877-094; 022-478-479-316-649; 022-512-643-506-628; 023-699-679-372-675; 026-945-559-907-073; 027-827-119-143-849; 029-728-974-115-215; 030-031-934-674-309; 030-412-132-629-193; 031-761-837-789-084; 032-237-188-559-144; 033-607-888-763-279; 035-392-392-199-464; 036-473-394-548-091; 036-622-231-967-298; 037-055-842-614-588; 037-550-015-414-716; 040-631-694-060-368; 043-181-791-977-200; 046-269-747-994-850; 048-706-570-836-114; 050-536-934-736-740; 051-875-265-995-253; 052-802-334-885-429; 053-307-492-675-29X; 054-130-652-525-174; 054-420-262-525-406; 055-773-672-952-080; 055-951-897-024-372; 057-170-724-643-205; 057-741-484-826-227; 061-293-170-586-978; 061-648-260-429-159; 061-983-819-386-718; 064-091-717-837-982; 064-259-817-997-672; 065-720-449-067-728; 068-433-402-112-066; 068-512-662-867-903; 069-533-155-665-652; 073-848-891-239-388; 074-259-519-624-029; 074-455-279-832-926; 079-102-805-064-065; 079-601-755-028-491; 082-324-581-472-853; 083-616-709-606-39X; 085-127-890-368-829; 087-673-663-344-166; 088-309-624-051-024; 088-620-793-087-070; 092-320-338-480-954; 092-533-233-118-19X; 094-261-583-445-533; 098-248-687-295-102; 099-768-191-610-274; 100-019-761-242-983; 100-560-306-991-70X; 101-593-803-428-827; 101-619-904-036-526; 102-342-642-803-541; 104-370-852-644-121; 106-447-129-602-227; 107-336-136-572-091; 110-331-250-728-155; 112-056-623-992-936; 115-482-499-323-938; 117-294-374-157-096; 117-973-964-506-772; 122-959-728-695-831; 123-694-573-650-975; 123-899-687-687-732; 127-014-125-627-732; 127-755-742-258-58X; 127-887-689-461-574; 128-652-598-263-572; 130-165-753-205-174; 132-094-157-491-968; 133-655-614-253-185; 144-095-248-762-41X; 153-720-865-381-409; 153-917-384-253-683; 160-893-045-348-290; 162-983-593-368-040; 163-126-118-806-347; 170-955-354-350-400; 172-116-447-015-076; 173-530-848-581-415; 180-234-266-120-317; 182-621-872-322-915; 185-993-778-903-840; 197-144-524-173-154,52,true,cc-by,hybrid
152-356-960-186-180,The Legal and Social Construction of Value in Government Procurement Markets,2020-01-24,2020,journal article,Journal of Law and Society,0263323x; 14676478,Wiley,United Kingdom,Richard Craven,"The Public Services (Social Value) Act 2012 introduces a social value duty. It requires public authorities in England and Wales, carrying out procurement activities, to ‘consider’ how such activities might ‘improve … economic, social and environmental well-being’. This article analyses qualitative, empirical data on how the social value duty has been interpreted and applied across local government in England. Although only a weak legal duty, this law has made a notable impact on practice. The article explains the changes brought about in practice under the social value duty, and seeks to understand why these changes have occurred. It does so by recognising local government procurement markets, as well as local government organisations themselves, as strategic action fields. In these fields, there are competing visions for social value. It is through conversations between actors that a common meaning comes to be attached to the law.",47,1,29,59,Vision; Business; Social constructionism; Procurement; Value (ethics); Action (philosophy); Local government; Duty; Government procurement; Public administration,,,,British Academy and Leverhulme Trust for providing small,https://onlinelibrary.wiley.com/doi/full/10.1111/jols.12211 https://papers.ssrn.com/sol3/papers.cfm?abstract_id=3609472 https://eprints.whiterose.ac.uk/151293/ https://core.ac.uk/download/228166143.pdf,http://dx.doi.org/10.1111/jols.12211,,10.1111/jols.12211,2998101412,,0,,1,true,,green
154-583-483-645-497,Gating Alleys to Reduce Crime: A Meta-Analysis and Realist Synthesis,,2017,journal article,Justice Quarterly,07418825; 17459109,Informa UK Limited,United Kingdom,Aiden Sidebottom; Karen Bullock,"Alley gates are designed to limit access to alleys and the crime opportunities they afford. Informed by the acronym EMMIE we sought to: (1) systematically review the evidence on whether alley gates are Effective at reducing crime, (2) identify the causal Mechanisms through which alley gates are expected to work and the conditions that Moderate effectiveness, and (3) collate information on the Implementation and Economic costs of alley gating. The results of our meta-analysis suggest that alley gating is associated with modest but significant reductions in burglary, with little evidence of spatial displacement. We also identified six mechanisms through which alley gates might plausibly reduce crime, and the conditions in which such mechanisms are most likely to be activated.",35,1,55,86,Public economics; Economic cost; Work (electrical); Gating; Alley; Spatial Displacement; Computer science; Social psychology; Meta-analysis,,,,,https://epubs.surrey.ac.uk/812944/ https://core.ac.uk/display/76989176 https://surrey.eprints-hosting.org/812944/ https://discovery.ucl.ac.uk/id/eprint/1540036/ https://tandfonline.com/doi/pdf/10.1080/07418825.2017.1293135 https://www.tandfonline.com/doi/full/10.1080/07418825.2017.1293135 https://core.ac.uk/download/76989176.pdf,http://dx.doi.org/10.1080/07418825.2017.1293135,,10.1080/07418825.2017.1293135,2561599918,,0,002-888-477-191-965; 002-911-361-245-709; 004-829-060-508-472; 009-299-184-737-791; 009-776-148-170-31X; 010-943-879-750-992; 012-241-252-759-981; 016-613-957-077-518; 018-571-992-210-804; 019-079-228-293-618; 020-096-450-558-090; 022-119-811-567-681; 024-683-950-726-70X; 026-438-975-289-546; 028-597-276-133-420; 031-564-278-465-696; 033-060-873-302-334; 035-286-723-257-237; 035-831-285-256-840; 035-833-607-320-884; 038-599-646-670-293; 042-685-953-582-619; 046-047-612-702-909; 047-721-951-932-790; 050-624-173-727-267; 051-960-568-225-80X; 054-070-787-634-210; 054-323-261-654-228; 058-652-245-922-678; 058-809-468-935-356; 061-820-670-133-15X; 068-508-845-736-058; 080-729-512-647-720; 088-271-369-463-820; 095-847-724-219-471; 097-595-232-386-622; 100-977-741-539-076; 102-099-304-210-308; 105-516-664-657-369; 108-086-547-061-891; 123-759-108-947-436; 126-020-996-097-321; 126-349-834-749-263; 128-603-999-461-456; 137-992-921-878-778; 138-142-315-567-844; 143-115-934-518-651; 149-106-498-128-545; 151-473-283-960-437; 154-228-318-633-453; 155-635-471-489-536; 165-059-638-823-998; 167-376-003-494-889; 167-827-621-093-994; 173-447-309-009-842; 178-815-943-721-86X; 178-992-191-572-511; 195-158-500-447-59X; 199-580-840-604-722,31,true,cc-by,hybrid
155-582-182-286-015,Reconciling Different Views on Responsible Leadership: A Rationality-Based Approach,2013-10-17,2013,journal article,Journal of Business Ethics,01674544; 15730697,Springer Science and Business Media LLC,Netherlands,Christof Miska; Christian Hilbe; Susanne Mayer,"Business leaders are increasingly responsible for the societal and environmental impacts of their actions. Yet conceptual views on responsible leadership differ in their definitions and theoretical foundations. This study attempts to reconcile these diverse views and uncover the phenomenon from a business leader’s point of view. Based on rational egoism theory, this article proposes a formal mathematical model of responsible leadership that considers different types of incentives for stakeholder engagement. The analyses reveal that monetary and instrumental incentives are neither sufficient nor necessary for business leaders to consider societal and environmental stakeholder needs. Non-monetary and non-instrumental incentives, such as leaders’ values and authenticity, as well as their planning horizons, counterbalance pure monetary and instrumental orientations. The model in this article complements the growing body of research on responsible leadership by reconciling its various conceptual views and providing a foundation for future theory development and testing.",125,2,349,360,Business ethics; Sociology; Development theory; Stakeholder; Rationality; Stakeholder engagement; Incentive; Rational egoism; Public relations; Phenomenon,,,,,http://epub.wu.ac.at/4032/ https://dialnet.unirioja.es/servlet/articulo?codigo=4900017 https://rd.springer.com/article/10.1007/s10551-013-1923-8 https://repository.globethics.net/handle/20.500.12424/87318 https://link.springer.com/article/10.1007/s10551-013-1923-8 https://ideas.repec.org/a/kap/jbuset/v125y2014i2p349-360.html https://philpapers.org/rec/MISRDV https://healtheconomics.meduniwien.ac.at/fileadmin/healtheconomics/Documents/SM_JournalOfBusinessEthics_2013.pdf https://econpapers.repec.org/RePEc:kap:jbuset:v:125:y:2014:i:2:p:349-360 http://healtheconomics.meduniwien.ac.at/fileadmin/healtheconomics/Documents/SM_JournalOfBusinessEthics_2013.pdf https://epub.wu.ac.at/4032/ https://core.ac.uk/download/18450241.pdf,http://dx.doi.org/10.1007/s10551-013-1923-8,,10.1007/s10551-013-1923-8,1966780669,,0,000-866-857-860-139; 002-316-202-123-249; 002-929-446-634-493; 003-551-635-653-188; 004-801-638-250-072; 006-008-018-160-120; 006-055-483-453-721; 009-466-151-926-284; 010-761-106-848-034; 011-783-473-290-064; 013-946-141-212-445; 017-582-944-106-76X; 019-623-803-893-73X; 020-127-948-138-105; 020-166-024-227-601; 022-828-567-526-977; 023-604-880-685-054; 023-802-328-018-52X; 025-616-051-964-102; 027-010-388-691-222; 032-043-635-247-826; 033-025-753-354-072; 033-142-286-538-667; 033-917-031-857-472; 037-044-096-373-933; 040-604-124-897-197; 041-781-348-238-610; 047-167-738-098-56X; 047-460-128-505-546; 047-882-226-991-998; 050-487-711-949-740; 050-665-035-191-995; 052-589-573-951-235; 053-291-192-514-503; 054-493-436-652-868; 055-127-219-449-931; 055-926-715-227-669; 057-011-622-232-028; 057-046-874-048-139; 059-516-291-335-028; 062-110-807-031-390; 064-091-717-837-982; 064-772-555-016-551; 065-635-282-815-141; 067-211-499-657-897; 068-223-572-986-06X; 072-545-085-808-510; 077-253-227-647-730; 080-361-191-972-828; 080-781-616-962-221; 083-246-557-729-087; 084-613-224-049-188; 089-958-613-011-066; 092-164-132-026-703; 096-701-472-498-711; 097-147-667-741-84X; 101-599-240-945-982; 102-612-658-976-719; 106-619-997-653-532; 110-424-879-415-810; 110-502-326-347-134; 111-963-768-580-775; 112-217-930-679-426; 113-546-868-440-636; 113-914-189-276-236; 118-502-157-753-318; 136-690-752-005-713; 139-641-412-398-758; 150-756-983-846-92X; 154-493-819-802-785; 155-879-175-881-390; 158-942-347-897-179; 159-592-129-993-014; 168-454-667-349-075; 172-111-946-448-148; 174-338-595-846-644; 175-056-633-740-017; 185-470-395-464-112,59,true,,
158-859-097-387-928,The Role of Stakeholders in Sustainability Reporting Assurance,2011-10-04,2011,journal article,Journal of Business Ethics,01674544; 15730697,Springer Science and Business Media LLC,Netherlands,Giacomo Manetti; Simone Toccafondi,"The main purpose of this exploratory analysis is to understand whether, based on evidence gathered from international best practices selected among corporations which adopt the Global Reporting Initiative guidelines in sustainability reporting (SR), stakeholders are significantly consulted and involved—as international literature would indicate—by assurance providers, during assurance processes of SR. We aim at verifying if this practice—known as stakeholder assurance—is in fact widespread in SR assurance by carrying out empirical research, through content analysis, into a sample of 161 assurance statements of international corporations, in order to test characteristics of any stakeholder assurance implemented.",107,3,363,377,Business ethics; Empirical research; Accounting; Business; Multinational corporation; Content analysis; Best practice; Stakeholder; Sustainability reporting; Stakeholder engagement; Public relations,,,,,https://link.springer.com/content/pdf/10.1007%2Fs10551-011-1044-1.pdf https://rd.springer.com/article/10.1007/s10551-011-1044-1 https://econpapers.repec.org/RePEc:kap:jbuset:v:107:y:2012:i:3:p:363-377 https://philpapers.org/rec/MANTRO-6 https://dialnet.unirioja.es/servlet/articulo?codigo=3912159 https://ideas.repec.org/a/kap/jbuset/v107y2012i3p363-377.html https://link.springer.com/article/10.1007/s10551-011-1044-1/fulltext.html https://core.ac.uk/download/pdf/301562618.pdf,http://dx.doi.org/10.1007/s10551-011-1044-1,,10.1007/s10551-011-1044-1,2043124129,,0,000-657-692-622-771; 000-879-921-037-108; 003-174-341-124-60X; 003-907-440-825-298; 006-765-866-233-706; 009-390-183-330-292; 010-062-750-133-061; 010-531-336-340-291; 012-384-053-606-999; 014-327-382-280-389; 015-101-108-275-274; 019-236-444-757-882; 022-676-392-143-906; 023-819-743-467-219; 025-915-834-098-159; 026-895-859-106-523; 032-781-938-520-513; 034-554-175-948-433; 037-938-555-254-646; 038-710-986-445-538; 039-549-964-124-512; 043-159-205-495-954; 049-520-270-108-570; 054-389-691-425-224; 054-627-399-895-051; 058-009-931-293-557; 058-675-269-765-058; 063-280-053-341-488; 066-149-697-951-279; 069-533-155-665-652; 070-486-517-877-705; 080-376-784-464-37X; 085-804-719-675-656; 085-881-342-872-359; 086-809-539-380-227; 088-162-294-156-507; 088-267-401-011-938; 089-300-863-963-51X; 092-203-890-535-848; 101-475-660-896-609; 103-161-727-335-998; 105-761-987-389-943; 109-071-848-654-484; 109-243-778-603-662; 109-797-760-995-914; 110-168-002-955-204; 112-927-903-110-687; 126-226-531-166-570; 130-026-152-820-438; 130-165-753-205-174; 142-226-817-169-793; 150-683-976-798-603; 157-523-515-335-413; 158-012-872-905-180; 161-340-139-327-737; 170-884-492-660-954; 171-119-375-483-168; 171-134-038-849-582; 180-373-229-924-527; 185-694-916-411-167; 188-994-489-173-582,148,true,,green
160-020-172-743-856,Corporate Constructed and Dissent Enabling Public Spheres: Differentiating Dissensual from Consensual Corporate Social Responsibility,2013-08-06,2013,journal article,Journal of Business Ethics,01674544; 15730697,Springer Science and Business Media LLC,Netherlands,Glen Whelan,"I here distinguish dissensual from consensual corporate social responsibility (CSR) on the grounds that the former is more concerned to organize (or portray) corporate-civil society disagreement than it is corporate-civil society agreement. In doing so, I first conceive of consensual CSR, and identify a positive and negative view thereof. Second, I conceive of dissensual CSR, and suggest that it can be actualized through the construction of dissent enabling, rather than consent-oriented, public spheres. Following this, I describe four actor-centred institutional theories-i.e. a sociological, ethical, transformative and economic perspective, respectively-and suggest that an economic perspective is generally well suited to explaining CSR activities at the organizational level. Accordingly, I then use the economic perspective to analyse a dissent enabling public sphere that Shell has constructed, and within which Greenpeace participated. In particular, I explain Shell's employment of dissensual CSR in terms of their core business interests; and identify some potential implications thereof for Shell, Greenpeace, and society more generally. In concluding, I highlight a number of ways in which the present paper can inform future research on business and society interactions.",115,4,755,769,Business ethics; Corporate social responsibility; Sociology; Perspective (graphical); Core business; Public sphere; Organizational level; Public relations; Dissent; Transformative learning,,,,,https://ideas.repec.org/a/kap/jbuset/v115y2013i4p755-769.html https://econpapers.repec.org/RePEc:kap:jbuset:v:115:y:2013:i:4:p:755-769 https://link.springer.com/article/10.1007/s10551-013-1823-y https://core.ac.uk/display/29029450 http://eprints.nottingham.ac.uk/2489/ https://paperity.org/p/33752658/corporate-constructed-and-dissent-enabling-public-spheres-differentiating-dissensual-from https://dialnet.unirioja.es/servlet/articulo?codigo=4394159 https://nottingham-repository.worktribe.com/output/1001851 https://link.springer.com/content/pdf/10.1007%2Fs10551-013-1823-y.pdf https://core.ac.uk/download/29029450.pdf,http://dx.doi.org/10.1007/s10551-013-1823-y,,10.1007/s10551-013-1823-y,2108465416,,0,000-613-131-948-195; 002-374-284-703-380; 003-024-848-717-371; 004-004-589-034-522; 004-132-984-565-100; 006-647-869-698-659; 012-270-767-861-662; 012-703-689-540-345; 015-271-876-692-523; 016-411-180-460-079; 016-592-126-692-261; 021-850-838-548-620; 025-624-571-423-991; 030-725-256-735-454; 031-489-550-559-265; 031-903-657-825-018; 038-578-341-205-232; 040-437-399-463-739; 042-016-394-208-373; 042-461-000-886-629; 045-199-191-255-819; 045-906-686-973-169; 047-350-431-939-884; 047-956-103-670-368; 049-914-262-600-874; 052-802-334-885-429; 053-940-330-500-140; 056-147-935-794-618; 056-451-306-514-800; 058-790-425-984-003; 064-114-236-156-712; 067-621-814-824-950; 069-051-050-641-003; 070-691-754-027-31X; 074-228-257-808-669; 074-242-032-337-609; 077-144-635-590-072; 082-171-985-858-889; 091-125-118-048-107; 092-164-132-026-703; 093-300-910-005-459; 094-812-110-226-005; 099-494-375-998-140; 109-655-558-404-304; 113-813-475-985-700; 118-179-705-770-42X; 123-694-573-650-975; 124-314-692-310-972; 142-708-173-059-741; 146-554-026-549-843; 147-587-264-946-331; 153-836-838-884-136; 160-801-631-921-028; 166-917-642-580-719; 167-566-304-545-616; 168-454-667-349-075; 169-022-476-387-148; 169-681-995-848-515; 178-397-057-385-09X; 178-628-496-923-596; 185-327-956-961-556; 186-990-174-153-80X; 190-211-621-604-879,30,true,cc-by,hybrid
163-113-889-893-140,An Institution of Corporate Social Responsibility (CSR) in Multi-National Corporations (MNCs): Form and Implications,2012-01-22,2012,journal article,Journal of Business Ethics,01674544; 15730697,Springer Science and Business Media LLC,Netherlands,Krista Bondy; Jeremy Moon; Dirk Matten,"This article investigates corporate social responsibility (CSR) as an institution within UK multi-national corporations (MNCs). In the context of the literature on the institutionalization of CSR and on critical CSR, it presents two main findings. First, it contributes to the CSR mainstream literature by confirming that CSR has not only become institutionalized in society but that a form of this institution is also present within MNCs. Secondly, it contributes to the critical CSR literature by suggesting that unlike broader notions of CSR shared between multiple stakeholders, MNCs practise a form of CSR that undermines the broader stakeholder concept. By increasingly focusing on strategic forms of CSR activity, MNCs are moving away from a societal understanding of CSR that focuses on redressing the impacts of their operations through stakeholder concerns, back to any activity that supports traditional business imperatives. The implications of this shift are considered using institutional theory to evaluate macro-institutional pressures for CSR activity and the agency of powerful incumbents in the contested field of CSR.",111,2,281,299,Business ethics; Agency (sociology); Corporate social responsibility; Business; Institutional theory; Multinational corporation; Stakeholder; Context (language use); Institution; Public relations,,,,,https://researchportal.bath.ac.uk/en/publications/an-institution-of-corporate-social-responsibility-csr-in-multi-na https://link.springer.com/article/10.1007%2Fs10551-012-1208-7 https://research.cbs.dk/en/publications/an-institution-of-corporate-social-responsibility-csr-in-multi-na https://purehost.bath.ac.uk/ws/files/211708/Bondy_Journal-Business-Ethics_2012.pdf https://dialnet.unirioja.es/servlet/articulo?codigo=4082869 http://opus.bath.ac.uk/28869/ https://philpapers.org/rec/BONAIO https://link.springer.com/article/10.1007/s10551-012-1208-7/fulltext.html https://econpapers.repec.org/RePEc:kap:jbuset:v:111:y:2012:i:2:p:281-299 https://ideas.repec.org/a/kap/jbuset/v111y2012i2p281-299.html https://core.ac.uk/display/2813373 https://core.ac.uk/download/pdf/237447322.pdf,http://dx.doi.org/10.1007/s10551-012-1208-7,,10.1007/s10551-012-1208-7,2080693170,,0,000-139-364-682-716; 000-776-628-195-009; 000-836-922-227-149; 001-122-311-780-297; 001-671-097-070-711; 001-911-067-804-876; 004-916-367-446-865; 004-921-534-821-21X; 006-292-752-730-694; 006-635-024-338-274; 007-889-609-082-258; 008-185-467-423-213; 008-253-876-172-699; 009-106-175-722-797; 010-137-420-730-422; 013-011-086-953-342; 013-744-996-715-157; 014-524-500-359-008; 015-271-876-692-523; 016-301-651-787-16X; 016-323-277-794-200; 016-518-648-392-156; 017-126-130-578-937; 017-692-798-732-443; 020-878-144-838-613; 021-082-486-741-048; 021-918-672-412-130; 022-512-643-506-628; 022-952-281-676-433; 023-942-295-153-550; 024-723-698-371-380; 026-249-910-065-223; 026-580-441-129-49X; 026-699-226-907-189; 026-895-802-475-205; 027-508-963-762-911; 027-827-119-143-849; 031-080-587-181-477; 033-360-897-121-428; 034-257-717-795-689; 034-740-150-587-263; 035-556-471-787-086; 035-905-642-782-531; 036-596-987-405-23X; 036-628-967-553-52X; 036-691-538-479-204; 037-435-921-791-165; 038-817-823-358-245; 042-060-982-536-902; 044-340-410-237-498; 044-624-734-049-500; 044-844-857-345-996; 046-351-973-826-719; 046-405-837-653-789; 047-931-684-692-301; 049-219-615-824-319; 049-226-519-439-432; 050-187-110-687-218; 050-466-091-498-957; 051-875-265-995-253; 052-232-106-175-837; 055-127-219-449-931; 057-471-110-155-10X; 058-393-695-306-377; 058-704-179-299-946; 062-110-807-031-390; 063-926-751-372-775; 064-055-078-781-450; 064-091-717-837-982; 065-319-944-240-961; 066-793-586-028-446; 066-847-733-026-047; 067-621-814-824-950; 069-259-438-012-556; 069-533-155-665-652; 071-601-344-424-739; 073-289-182-442-377; 074-173-984-453-280; 074-242-032-337-609; 080-781-616-962-221; 081-963-497-171-497; 082-226-529-912-445; 082-229-793-854-954; 082-815-961-326-23X; 083-889-630-610-226; 083-946-758-646-859; 084-588-244-676-531; 086-165-750-083-550; 086-285-005-719-092; 088-132-250-366-556; 088-919-850-566-219; 089-300-863-963-51X; 090-487-074-240-851; 092-164-132-026-703; 092-235-131-089-660; 092-459-737-286-258; 094-213-099-107-472; 094-468-522-829-654; 095-310-382-327-535; 096-049-598-507-578; 097-918-695-766-326; 098-340-723-617-124; 098-834-168-907-826; 101-411-013-473-092; 103-078-062-409-421; 104-962-473-624-445; 105-761-987-389-943; 108-844-921-549-206; 108-906-622-825-144; 111-819-171-804-346; 111-963-768-580-775; 115-373-591-444-545; 115-482-499-323-938; 117-333-268-835-809; 118-194-558-923-654; 119-909-623-597-166; 120-957-705-871-378; 123-454-613-702-715; 126-155-695-788-717; 127-076-514-010-940; 127-262-976-991-711; 127-356-618-215-912; 127-540-548-363-572; 128-197-551-414-351; 129-349-979-139-342; 130-152-331-827-851; 146-773-170-726-429; 149-056-733-736-960; 149-910-587-643-589; 150-159-461-981-248; 150-756-983-846-92X; 150-871-950-089-567; 159-592-129-993-014; 166-414-499-785-492; 169-022-476-387-148; 173-567-809-531-297; 178-397-057-385-09X; 178-628-496-923-596; 182-199-495-327-639; 190-211-621-604-879,274,true,,green
170-927-594-570-578,Eco-positioning of airlines: Perception versus actual performance,,2015,journal article,Journal of Air Transport Management,09696997,Elsevier BV,United Kingdom,Robert Mayer; Tim Ryley; David Gillingwater,"To date there has been little research in air transport into the eco-positioning of airlines, that is, their environmental image relative to other airlines and how actual environmental performance relates to this eco-positioning. This paper identifies the environmental perceptions that passengers hold of twelve airlines and relates these perceptions to airlines' actual environmental performance, using load factors, aircraft age and the atmosfair Airline index as proxies for environmental performance. Based on a survey of over 600 passengers at Liverpool John Lennon Airport, the research analyses air travellers' perception of airlines from an environmental perspective. The results show that while there are significant differences in people's environmental perception of airlines, the eco-positioning of the airlines is not correlated to their actual environmental performance. The results support previous research findings in other industries that in many cases actual performance is less important than communicating environmental messages to the public in creating a superior eco-positioning",44-45,,82,89,,,,,,,http://dx.doi.org/10.1016/j.jairtraman.2015.03.003,,10.1016/j.jairtraman.2015.03.003,,,0,000-979-109-905-216; 005-411-614-185-248; 009-446-914-551-188; 036-952-477-794-464; 039-267-593-818-981; 041-977-847-341-115; 043-435-344-738-870; 048-068-444-241-343; 055-119-070-119-116; 058-125-699-724-09X; 064-343-748-273-575; 069-218-707-502-73X; 072-487-466-027-619; 072-751-635-022-30X; 077-292-257-202-46X; 082-072-095-491-073; 097-021-789-911-604; 109-438-147-639-570; 117-546-854-740-561; 117-653-834-806-133; 157-967-013-948-25X,10,true,cc-by-nc-nd,green
171-214-981-453-415,Trying to save the world with company law? Some problems,,2016,journal article,Legal Studies,02613875; 1748121x,Cambridge University Press (CUP),United States,Lorraine Talbot,"This paper aims to unravel two connected errors in the current critical position on companies. Since the financial crisis, there have been a growing number of voices in the academic community raised against the shareholder value driven corporate sector. The often conservative and highly doctrinal voices of English company lawyers have become in parts more radicalised and have found common research ground with varied academic disciplines and with company lawyers in other jurisdictions more accustomed to critical approaches. New ideas have been forged; old ideas have been rediscovered and re-examined. In the emerging networks, the neoliberal domination of the study of companies is being substantially challenged. As exciting as this is, I am concerned that critical scholars have cohered around a core claim about company law which is erroneous. Furthermore, they have largely assumed that the current economy can sustain a social agenda as well as creating profit. This, I argue, hugely underestimates entrenched problems in the economy. In unravelling these issues my aim is to reorientate challenges to shareholder primacy and to the claims of capital more generally.",36,3,513,534,Business sector; Sociology; Profit (economics); Law and economics; Law; Corporate law; Financial crisis; Shareholder primacy; Shareholder value; Academic community; Discipline,,,,,https://onlinelibrary.wiley.com/doi/full/10.1111/lest.12123 https://research.birmingham.ac.uk/portal/en/publications/trying-to-change-the-world-with-company-law-some-problems(fb8d9758-951b-4df7-a317-5182f9797adf).html https://eprints.whiterose.ac.uk/98889/ https://www.cambridge.org/core/journals/legal-studies/article/trying-to-save-the-world-with-company-law-some-problems-1/761EC94B85E34059185BF2C21B2F6161 https://core.ac.uk/download/42624118.pdf,http://dx.doi.org/10.1111/lest.12123,,10.1111/lest.12123,2337089489,,0,000-984-069-031-038; 004-970-389-006-788; 007-080-491-753-776; 009-543-731-166-812; 018-866-711-936-501; 019-323-527-868-006; 025-491-073-081-187; 029-071-678-877-393; 030-679-842-814-732; 037-687-991-858-303; 046-679-101-689-437; 048-604-379-166-549; 055-549-127-950-112; 056-884-405-270-550; 064-809-349-986-297; 065-972-976-194-957; 066-846-632-677-129; 076-071-515-660-565; 081-683-703-494-961; 085-109-384-701-255; 086-458-801-553-807; 092-090-987-923-46X; 095-231-455-739-587; 096-916-939-975-138; 101-353-229-981-229; 105-049-098-463-016; 106-619-997-653-532; 126-665-059-339-283; 128-930-004-218-553; 136-437-639-402-902; 136-920-072-011-328; 140-489-243-924-789; 145-823-769-085-150; 147-960-446-876-672; 148-085-558-554-639; 148-346-461-938-460; 151-299-044-443-714; 171-174-854-173-10X; 171-640-185-259-314; 179-601-167-719-566; 182-194-287-848-20X; 188-203-909-664-377; 194-642-974-206-833,11,true,,green
181-546-814-635-194,The Roles of Leadership Styles in Corporate Social Responsibility.,2012-05-10,2012,journal article,Journal of Business Ethics,01674544; 15730697,Springer Science and Business Media LLC,Netherlands,Shuili Du; Valérie Swaen; Adam Lindgreen; Sankar Sen,"This research investigates the interplay between leadership styles and institutional corporate social responsibility (CSR) practices. A large-scale field survey of managers reveals that firms with greater transformational leadership are more likely to engage in institutional CSR practices, whereas transactional leadership is not associated with such practices. Furthermore, stakeholder-oriented marketing reinforces the positive link between transformational leadership and institutional CSR practices. Finally, transactional leadership enhances, whereas transformational leadership diminishes, the positive relationship between institutional CSR practices and organizational outcomes. This research highlights the differential roles that transformational and transactional leadership styles play for a firm’s institutional CSR practices and has significant implications for theory and practice.",114,1,155,169,Leadership; Sociology; Leadership style; Neuroleadership; Transformational leadership; Public relations; Servant leadership; Transactional leadership; Leadership studies; Shared leadership,,,,,https://ideas.repec.org/a/kap/jbuset/v114y2013i1p155-169.html https://hal.archives-ouvertes.fr/hal-02121340 https://philpapers.org/rec/DUTRO https://link.springer.com/article/10.1007/s10551-012-1333-3 https://dialnet.unirioja.es/servlet/articulo?codigo=4243674 https://orca.cardiff.ac.uk/39913/ https://research.cbs.dk/en/publications/the-roles-of-leadership-styles-in-corporate-social-responsibility https://EconPapers.repec.org/RePEc:kap:jbuset:v:114:y:2013:i:1:p:155-169 https://dial.uclouvain.be/pr/boreal/object/boreal:132721 https://orca.cf.ac.uk/39913/ https://core.ac.uk/download/9715023.pdf,http://dx.doi.org/10.1007/s10551-012-1333-3,,10.1007/s10551-012-1333-3,2134190840,,0,002-638-830-579-935; 002-969-643-840-41X; 005-172-738-206-551; 006-148-057-062-990; 006-174-433-547-406; 009-539-685-541-092; 010-926-971-359-545; 011-589-092-588-925; 017-396-804-663-629; 018-064-074-255-417; 018-476-389-920-611; 018-662-999-389-871; 024-388-806-468-644; 025-301-708-968-807; 026-669-907-027-286; 028-143-099-100-620; 030-351-867-629-34X; 031-080-587-181-477; 031-846-044-582-764; 033-392-087-176-079; 034-884-431-260-18X; 035-485-649-808-871; 036-876-730-677-797; 037-746-132-092-722; 038-931-350-910-499; 040-422-895-285-124; 041-626-151-421-083; 043-605-651-281-566; 047-084-373-523-100; 048-691-593-357-109; 050-735-486-560-834; 052-300-124-760-580; 052-589-573-951-235; 054-414-598-602-443; 060-746-547-935-799; 061-334-112-164-716; 062-110-807-031-390; 063-178-371-335-912; 064-091-717-837-982; 064-301-753-805-630; 067-434-230-643-941; 069-533-155-665-652; 072-545-085-808-510; 078-169-948-542-992; 078-885-193-754-299; 080-365-804-927-375; 083-642-841-534-214; 084-816-313-278-847; 091-689-468-912-106; 097-106-240-878-31X; 097-213-764-422-536; 100-294-259-882-658; 103-108-182-535-072; 109-371-917-943-832; 112-217-930-679-426; 118-502-157-753-318; 120-536-917-009-565; 121-951-487-998-395; 122-278-112-630-77X; 127-356-618-215-912; 131-180-572-109-097; 134-482-017-445-967; 138-334-704-586-850; 139-101-567-335-455; 141-424-035-303-573; 144-982-864-237-599; 148-669-589-349-311; 148-997-649-165-614; 150-756-983-846-92X; 151-198-972-962-725; 155-574-813-984-822; 155-879-175-881-390; 156-628-929-193-587; 159-592-129-993-014; 162-304-105-889-385; 163-529-639-649-240; 166-204-621-970-742; 171-532-924-485-385; 176-362-207-441-710; 179-340-065-448-475; 190-490-824-612-507,169,true,,green
188-774-181-230-689,The Importance of Customer Expectations: An Analysis of CSR in Container Shipping,2018-11-11,2018,journal article,Journal of Business Ethics,01674544; 15730697,Springer Netherlands,Netherlands,Lijun Tang; null Gekara,"Corporate social responsibility (CSR) has been increasingly embraced by corporations to demonstrate effort to reduce negative environmental and social externalities resulting from their business activities. CSR covers a wide range of issues, including environmental concerns, occupational health and safety, local community social-economic welfare and workers’ rights and welfare issues. Through a detailed content analysis of the CSR-related documents on the websites of the top container shipping companies in the world, this paper examines CSR adoption in the container shipping business. The analysis reveals that while institutional pressure plays an important role, shipping companies are more sensitive to market demands and their focus on CSR elements is selective depending on anticipated customer expectations.",165,3,1,11,Welfare; Business ethics; Corporate social responsibility; Business; Container (abstract data type); Externality; Content analysis; Occupational safety and health; Local community; Industrial organization,,,,,https://link.springer.com/10.1007/s10551-018-4062-4 https://pearl.plymouth.ac.uk/handle/10026.1/12721 https://philpapers.org/rec/TANTIO-16 https://pearl.plymouth.ac.uk/bitstream/10026.1/12721/1/An%20analysis%20of%20CSR%20in%20container%20shipping.pdf https://link.springer.com/article/10.1007/s10551-018-4062-4 https://core.ac.uk/download/161770423.pdf,https://pearl.plymouth.ac.uk/handle/10026.1/12721,,,2900233517,,0,001-662-267-806-775; 010-369-234-826-191; 015-271-876-692-523; 016-191-889-986-762; 016-321-890-559-912; 016-632-904-775-324; 019-806-548-132-918; 020-434-497-699-340; 022-512-643-506-628; 026-158-128-508-625; 027-625-335-553-863; 027-827-119-143-849; 028-298-115-858-367; 032-796-113-665-744; 035-556-471-787-086; 040-367-306-130-193; 044-587-713-594-446; 045-252-335-169-056; 045-587-309-910-554; 053-690-397-234-837; 056-624-582-263-377; 076-713-970-127-238; 077-378-177-504-502; 092-792-658-052-321; 096-400-906-507-250; 112-754-061-155-797; 120-429-978-390-167; 124-783-067-801-698; 135-690-174-979-180; 141-255-961-535-133; 155-099-470-549-377; 158-325-005-009-107; 163-301-620-589-291; 167-114-839-011-170; 180-499-842-758-700,6,true,,
197-144-524-173-154,ESG Integration and the Investment Management Process: Fundamental Investing Reinvented,2015-03-19,2015,journal article,Journal of Business Ethics,01674544; 15730697,Springer Science and Business Media LLC,Netherlands,Emiel van Duuren; Auke Plantinga; Bert Scholtens,"We investigate how conventional asset man- agers account for environmental, social, and governance (ESG) factors in their investment process. We do so on the basis of an international survey among fund managers. We find that many conventional managers integrate responsible investing in their investment process. Furthermore, we find that ESG information in particular is being used for red flagging and to manage risk. We find that many conven- tional fund managers have already adopted features of re- sponsible investing in the investment process. Furthermore, we argue and show that ESG investing is highly similar to fundamental investing. We also reveal that there is a sub- stantial difference in the ways in which U.S. and European asset managers view ESG.",138,3,525,533,Finance; Business ethics; Accounting; Style investing; Business; Investment management; Asset (economics); Asset management; Investment (macroeconomics); Corporate governance; Growth investing,,,,,https://philpapers.org/rec/VANEIA-7 http://www.rug.nl/research/portal/files/25639346/Van_Duuren_Plantinga_Scholtens_2015_J.BusinessEthics_ESG_and_Investment_Management.pdf https://link.springer.com/article/10.1007/s10551-015-2610-8 https://link.springer.com/content/pdf/10.1007%2Fs10551-015-2610-8.pdf https://research-repository.st-andrews.ac.uk/handle/10023/6513 https://www.narcis.nl/publication/RecordID/oai%3Apure.rug.nl%3Apublications%2Fb233f380-652c-4cd8-8f10-29e1d435db83 https://ideas.repec.org/a/kap/jbuset/v138y2016i3d10.1007_s10551-015-2610-8.html https://research-repository.st-andrews.ac.uk/bitstream/handle/10023/6513/Scholtens_2015_JBE_ESG_CC.pdf;sequence=1 https://dialnet.unirioja.es/servlet/articulo?codigo=5995394 https://pure.rug.nl/ws/files/42650026/art_3A10.1007_2Fs10551_015_2610_8.pdf https://cyberleninka.org/article/n/273814 https://core.ac.uk/display/147234260 https://econpapers.repec.org/RePEc:kap:jbuset:v:138:y:2016:i:3:d:10.1007_s10551-015-2610-8 https://link.springer.com/article/10.1007/s10551-015-2610-8?view=classic https://paperity.org/p/59487571/esg-integration-and-the-investment-management-process-fundamental-investing-reinvented https://rd.springer.com/article/10.1007/s10551-015-2610-8 https://research.rug.nl/en/publications/esg-integration-and-the-investment-management-process-fundamental https://www.rug.nl/research/portal/files/42650026/art_3A10.1007_2Fs10551_015_2610_8.pdf https://core.ac.uk/download/30318951.pdf,http://dx.doi.org/10.1007/s10551-015-2610-8,,10.1007/s10551-015-2610-8,1990027844,,0,000-622-423-217-305; 001-403-212-336-626; 002-876-753-611-156; 008-850-303-717-052; 010-087-154-974-279; 015-777-614-337-423; 016-604-354-310-304; 024-155-583-239-977; 026-732-895-216-408; 041-217-228-717-900; 044-161-762-520-250; 050-523-809-280-040; 059-822-602-133-411; 073-016-741-234-176; 076-009-440-603-621; 083-240-613-828-470; 119-674-193-775-263; 183-342-675-082-064,190,true,cc-by,hybrid