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  1. Linking Ethical Leadership with Firm Performance: A Multi-Dimensional Perspective.Dan Wang, Taiwen Feng & Alan Lawton - 2017 - Journal of Business Ethics 145 (1):95-109.
    Despite the importance of ethical leadership, the impacts of its different facets on firm-level performance are unclear. Drawing on the resource-based view of the firm and the group engagement model, we propose that ethical leadership consisting of leader humane orientation, leader responsibility and sustainability orientation and leader moderation orientation are beneficial to firm performance, and leader justice orientation plays moderating roles. We empirically tested this theoretical framework employing multi-source survey data collected from 264 Chinese firms. The findings reveal that both (...)
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  • Stakeholder Salience Revisited: Refining, Redefining, and Refueling an Underdeveloped Conceptual Tool. [REVIEW]Benjamin A. Neville, Simon J. Bell & Gregory J. Whitwell - 2011 - Journal of Business Ethics 102 (3):357-378.
    This article revisits and further develops Mitchell et al.’s (Acad Manag Rev 22(4):853–886, 1997 ) theory of stakeholder identification and salience. Stakeholder salience holds considerable unrealized potential for understanding how organizations may best manage multiple stakeholder relationships. While the salience framework has been cited numerous times, attempts to develop it further have been relatively limited. We begin by reviewing the key contributions of other researchers. We then identify and seek to resolve three residual weaknesses in Mitchell et al.’s ( 1997 (...)
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  • Reciprocity in Firm–Stakeholder Dialog: Timeliness, Valence, Richness, and Topicality.Lite J. Nartey, Witold J. Henisz & Sinziana Dorobantu - forthcoming - Journal of Business Ethics:1-23.
    Scholars of stakeholder management have long grappled with the question of how to communicate with stakeholders to enhance cooperation and reduce conflict. We build on insights from the literature on stakeholder dialog to highlight the importance of four elements of firm–stakeholder dialog processes: timing, valence, richness, and topicality of firms’ responses to stakeholder engagements. We demonstrate a link between these elements of the firm–stakeholder dialog process and changes in stakeholder cooperation or conflict with the firm, as well as contingent tradeoffs (...)
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  • Stakeholder Engagement, Knowledge Problems and Ethical Challenges.J. Robert Mitchell, Ronald K. Mitchell, Richard A. Hunt, David M. Townsend & Jae H. Lee - 2022 - Journal of Business Ethics 175 (1):75-94.
    In the management and business ethics literatures, stakeholder engagement has been demonstrated to lead to more ethical management practices. However, there may be limits on the extent to which stakeholder engagement can, as currently conceptualized, resolve some of the more difficult ethical challenges faced by managers. In this paper we argue that stakeholder engagement, when seen as a way of reducing five types of knowledge problems—risk, ambiguity, complexity, equivocality, and a priori irreducible uncertainty—can aid managers in resolving such ethical challenges. (...)
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  • CSR as Strategic and Organizational Change at “Groupe La Poste”.Marc Ingham & Christelle Havard - 2017 - Journal of Business Ethics 146 (3):563-589.
    More and more companies are developing corporate social responsibility -related programs which imply strategic and organizational changes. This article focuses on a public utility organization, the Groupe La Poste, in which CSR issues and practices are linked to its specific mission as a public service, thus defining and explicitly structuring its CSR programs. We explore the following research questions: Why did the Groupe La Poste formulate explicitly its CSR program? What is the content of this program and how it is (...)
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  • The Territorial Dimension: The Component of Business Strategy That Prevents the Generation of Social Conflicts.Alejandro Fontana, Susana Sastre-Merino & Maritza Baca - 2017 - Journal of Business Ethics 141 (2):367-380.
    Taking advantage of economic opportunities has led to numerous conflicts between society and business in various geographies of the world. Companies have developed social responsibility programs to prevent and manage these types of problems. However, some authors comment that these programs lack a strategic vision. Starting with the Working with People model, created for the field of rural development planning, this paper proposes a methodology to prevent the generation of social conflicts from business strategy: the territorial dimension. The proposal emphasizes (...)
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  • Dialogism in Corporate Social Responsibility Communications: Conceptualising Verbal Interaction Between Organisations and Their Audiences. [REVIEW]Niamh M. Brennan, Doris M. Merkl-Davies & Annika Beelitz - 2013 - Journal of Business Ethics 115 (4):665-679.
    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 (...)
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