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  1.  20
    Commitment, Revelation, and the Testaments of Belief: The Metrics of Measurement of Corporate Social Performance.Barry M. Mitnick - 2000 - Business and Society 39 (4):419-465.
    Three characteristic problems in the measurement of corporate social performance (CSP) center around the need to measure three “metrics”: the metric of performance evaluation (M1), the metric of performance measurement (M2), and the metric of performance perception and belief (M3). The central issues in each metric are commitment, revelation, and belief, respectively. This article discusses each metric and provides sets of theoretical propositions under M2 and M3 describing behavior in those contexts. Some of the propositions inM2form an explicit partial theory (...)
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  2.  19
    Systematics and CSR.Barry M. Mitnick - 1995 - Business and Society 34 (1):5-33.
    This article examines the theoretical status of the three CSR models of William C. Frederick. Using the method of systematics, it disaggregates the elements of the three models and suggests one integrative means of re-sorting them. The article argues the need to develop a theoretical logic to understand behavior in this area and supplies one in the form of the beginnings of an explicit theory of normative referencing. The processes of normative referencing, including normative selection, normative commitment, normative instruction, normative (...)
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  3.  18
    The Distinction of Fields.Barry M. Mitnick - 2019 - Business and Society 58 (7):1309-1333.
    The concept of scientific field lacks a definition in a form allowing the distinction of whether a particular academic area of study is or is not a true scientific field. Starting with the classic definition by Whitley of a field as a “reputational work organization,” this essay extracts eleven explicit and implied features of a field from Whitley’s definition and discussion, extending his analysis. The article reviews Hambrick and Chen’s model of field formation as an “admittance-seeking social movement.” Hambrick and (...)
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  4.  32
    The Concept of Reputational Bliss.Barry M. Mitnick & John F. Mahon - 2007 - Journal of Business Ethics 72 (4):323-333.
    A normative criterion identifying the conditions for a desirable corporate reputation, “reputational optimality,” or “reputational bliss,” is described, and a case developed for its utility and reasonableness as a criterion to apply to real world phenomena. The paper discusses some behavioral patterns under alternative moral positions taken by observers and the firm, critiques some alternative moral principles, and considers some dynamics of moving toward, defending and maintaining, and breaching or breaking reputational bliss.
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  5.  17
    SIM as a Generator of Systematics and Theory Logics, and a Science of Design and Repair.Barry M. Mitnick - 2019 - Business and Society 58 (7):1448-1478.
    In Sandra Waddock’s article “Taking Stock of SIM” in this journal, she identifies key issues in the work of the Social Issues in Management (SIM) Division of the Academy of Management. This article challenges her analysis of SIM scholarship and her arguments of what is necessary for the division to progress. Scholarship in SIM should emphasize two key streams: First, scholars in SIM should seek to develop a science of social forensics, design, and social repair—in essence, develop a method of (...)
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  6.  8
    Special Topic Forum: Focusing on Fields.Barry M. Mitnick - 2019 - Business and Society 58 (7):1307-1308.
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  7.  22
    Moral CSR.Donna J. Wood, Duane Windsor & Barry M. Mitnick - 2023 - Business and Society 62 (1):192-220.
    Corporate social responsibility (CSR) is about the moral purpose of business and its proper relationship to society. We map the logical structure of CSR—its canonical core—and identify the view of CSR that is most consistent with CSR as driven by moral purpose as Moral CSR (CSRM). The numerous perspectives of CSR, which we term CSR memes, are complements to CSRM. A meme is an idea or usage diffusing within communities. Moral norms and what we term normatively injunctive warrants are implicit (...)
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  8.  28
    Reputation Shifting.John F. Mahon & Barry M. Mitnick - 2005 - Proceedings of the International Association for Business and Society 16:267-272.
    The study of reputation has often focused on the creation of good reputations rather than on the varied means by which reputations are modified, or shifted, and the factors affecting such shifts. This paper develops a theory of reputation shifting and identifies five basic reputational actions, the types of strategic responses that can be taken to manage reputations.
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