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Retrieved from http://www.jstor.org/pss/258792 Mitchell, C., & Schaeffer, P., & Nelson, K. (2005). Rewarding ethical behavior. Workplan, 48(7), 36-39. Retrieved from http://www.tsphr.com/pdfs/rewarding_ethic_behavior.pdf Trevino, L., Brown, M., & Wall, S. (2004). Managing to be ethical: Debunking five business ethics myths and executive commentary.
Do the shareholders really care about corporate social responsibility?*. International Journal of Business and Social Science, 2(10) Retrieved from http://search.proquest.com/docview/904512870?accountid=63189 Barnea, A., & Rubin, A. (2010). Corporate social responsibility as a conflict between shareholders. Journal of Business Ethics, 97(1), 71-86. doi:http://dx.doi.org/10.1007/s10551-010-0496-z Bui, T. L. H. (2010).
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Previous academic studies confirmed a statistically significant positive relationship between corporate governance mechanisms, CSR and company performance (Harjoto & Jo, 2011; Neubaum & Zahra, 2006; Johnson & Greening, 1999; Stuebs & Sum, 2015). Therefore, Johnson & Greening (1999) concluded that corporate governance mechanisms affect the relationship between CSR and company performance and that these mechanisms are crucial to incorporate. Based on previous literature, board structure, managerial incentives, antitakeover measures and ownership structure can be determined as the main components of corporate governance (Gillan, 2006; Bhagat & Bolton, 2008). Nevertheless, Hess (2007) argued that the term corporate governance is expanding and that the term no longer includes only the traditional components such as managerial compensation, board structure and antitakeover devises. The author concluded that non-financial criteria, such as sustainability and CSR are also incorporated in the term corporate governance nowadays (Hess, 2007).
I have done just that by refuting the two strongest arguments for Shareholder Primacy, by evaluating the two strongest arguments for the stakeholder model and rebutting any counter-arguments to them. The stakeholder model also allows for larger long term profits and potentially answers the discussion for corporate social responsibility in the academic realm. Works Cited Bowie, Norman, 1991, ‘New directions in corporate social responsibility – moral pluralism and reciprocity’, Business Horizonz, July-August. Davies, Keith, 1975, ‘Five Propositions for Social Responsibility’, Business Horizons 18, 3, p.20 Business Ethics Slides (PHI2043F), Week 3, 2014. Sternberg, Elaine, 2000, Just Business: Business Ethics in Action, Oxford University Press, p. 41 Winfield, J, 2014.
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Cross-cultural sensitivity training for managers to En... ... middle of paper ... ... Works Cited House, R., Hanges, P., Javidan, M., Dorfman, P. and Gutpa, V. (2004). Culture, leadership, and organisations: The GLOBE study of 62 societies. CA: Sage, Thousand Oaks. Karen, P., Moriah, M. & Stephanie, R. (n. d). Components of a global mindset: corporate social responsibility andcross-cultural sensitivity.
Socially responsible firms are defined as firms ... ... middle of paper ... ...SIBILITY AND CORPORATE GOVERNANCE. Economic Affairs, 29(4), 5-10. doi:10.1111/j.1468-0270.2009.01940.x Llopis, J., Reyes Gonzalez, M. M., & Gasco, J. L. (2007). Corporate governance and organisational culture: The role of ethics officers. International Journal of Disclosure & Governance, 4(2), 96-105. doi:10.1057/palgrave.jdg.2050051 Kanji, G. K., & Chopra, P. K. (2010). Corporate social responsibility in a global economy.