Corporate responsibility and financial performance : the role of intangible resources.

This paper examines the effects of a firm’s intangible resources in mediating the relationship between corporate responsibility and financial performance. We hypothesize that previous empirical findings of a positive relationship between social and financial performance may be spurious because the researchers failed to account for the mediating effects of intangible resources. Our results indicate that there is no direct relationship between corporate responsibility and financial performance—merely an indirect relationship that relies on the mediating effect of a firm’s intangible resources. We demonstrate our theoretical contention with the use of a database comprising 599 companies from 28 countries.

Stakeholder Theory and Marketing: Moving from a Firm-Centric to a Societal Perspective

This essay is inspired by the ideas and research examined in the special section on “Stakeholder Marketing” of the Journal of Public Policy & Marketing in 2010. The authors argue that stakeholder marketing is slowly coalescing with the broader thinking that has occurred in the stakeholder management and ethics literature streams during the past quarter century. However, the predominant view of stakeholders that many marketers advocate is still primarily pragmatic and company centric. The position advanced herein is that stronger forms of stakeholder marketing that reflect more normative, macro/societal, and network-focused orientations are necessary. The authors briefly explain and justify these characteristics in the context of the growing “prosociety” and “proenvironment” perspectives—orientations that are also in keeping with the public policy focus of this journal. Under the “hard form” of stakeholder theory, which the authors endorse, marketing managers must realize that serving stakeholders sometimes requires sacrificing maximum profits to mitigate outcomes that would inflict major damage on other stakeholders, especially society

Interview with Sandra A. Waddock on Intellectual shamans: Management academics making a difference, by Sandra A. Waddock

In traditional cultures, the shaman is the healer, the connector, and the spiritual leader or sensemaker. Today in the management academy, some individuals use their intellectual gifts to perform a similar role - mediating between various disciplines, ideas and theories, as well as making sense of ideas, insights, and research for others. This book, based on the work and lives of 28 very well-known management academics, describes what it means - and what it takes - to be an intellectual shaman. It provides insight into the career paths and the sometimes maverick behavior that has allowed these individuals to achieve success. Based on extensive interviews, Intellectual Shamans provides both a road map to junior scholars and a critique of the current system of academic career progression.Title supplied by cataloger

Interview with Sandra Waddock on SEE change: making the transition to a sustainable enterprise economy, by Sandra Waddock and Malcom McIntosh

An interview about a book that discusses the myriad problems that we face and the systemic changes that are necessary for all enterprises in whatever sector and however constituted to operate within sustainable limits, to lower their ecological footprint, to enhance social equity. The authors see the seeds of economic change in new and fundamentally different forms - in entrepreneurship, networks, governance, transparency and accountability - already being planted and beginning to grow. To nurture these developments, they believe that we need to learn to 'see' in new ways to begin to recognize their worth and to create a sufficiently broad, coherent and integrated social movement for change that can overcome the momentum of the current system. Deep change is needed in the purposing, goals and practice of business enterprises. This book documents some of the changes that are already in progress and proposes that a sustainable enterprise economy geared to innovation, creativity, problem-solving, entrepreneurialism and enthusiasm for life can produce wealth, preserve the natural environment and nurture social capital.Title supplied by cataloger

A Preliminary Empirical Test of Daft and Weick\u27s Typology of Oganizations as Interpretive Systems

A game simulation was used to observe 355 bankers and their information seeking and decision processes. Although hypotheses about organizational behavior were not fully supported, it was clear from the study that organization that used more total sources of information were more successful