Benjamin A. Neville [6]Ben Neville [2]Benjamin Neville [1]
  1. Why Ethical Consumers Don’T Walk Their Talk: Towards a Framework for Understanding the Gap Between the Ethical Purchase Intentions and Actual Buying Behaviour of Ethically Minded Consumers.Michal J. Carrington, Benjamin A. Neville & Gregory J. Whitwell - 2010 - Journal of Business Ethics 97 (1):139-158.
    Despite their ethical intentions, ethically minded consumers rarely purchase ethical products (Auger and Devinney: 2007, Journal of Business Ethics 76, 361-383). This intentions-behaviour gap is important to researchers and industry, yet poorly understood (Belk et al.: 2005, Consumption, Markets and Culture 8(3), 275-289). In order to push the understanding of ethical consumption forward, we draw on what is known about the intention— behaviour gap from the social psychology and consumer behaviour literatures and apply these insights to ethical consumerism. We bring (...)
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    Convergence Versus Divergence of CSR in Developing Countries: An Embedded Multi-Layered Institutional Lens. [REVIEW]Dima Jamali & Ben Neville - 2011 - Journal of Business Ethics 102 (4):599-621.
    This paper capitalizes on an institutional perspective to analyze corporate social responsibility (CSR) orientations in the Lebanese context. Specifically, the paper compiles a new theoretical framework drawing on a multi-level model of institutional flows by Scott (Institutions and organizations: ideas and interests, 2008 ) and the explicit/implicit CSR model by Matten and Moon (Acad Manag Rev 33(2):404–424, 2008 ). This new theoretical framework is then used to explore the CSR convergence versus divergence question in a developing country context. The findings (...)
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    Stakeholder Multiplicity: Toward an Understanding of the Interactions Between Stakeholders.Benjamin A. Neville & Bulent Menguc - 2006 - Journal of Business Ethics 66 (4):377-391.
    While stakeholder theory has traditionally considered organization’s interactions with stakeholders in terms of independent, dyadic relationships, recent scholarship has pointed to the fact that organizations exist within a complex network of intertwining relationships [e.g., Rowley, T. J.: 1997, The Academy of Management Review 22(4), 887–910]. However, further theoretical and empirical development of the interactions between stakeholders has been lacking. In this paper, we develop a framework for understanding and measuring the effects upon the organization of competing, complementary and cooperative stakeholder (...)
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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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    CSR for Happiness: Corporate Determinants of Societal Happiness as Social Responsibility.Austin Chia, Margaret L. Kern & Benjamin A. Neville - 2020 - Business Ethics: A European Review 29 (3):422-437.
    Business Ethics: A European Review, EarlyView.
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  6.  17
    Activism and Abdication on the Inside: The Effect of Everyday Practice on Corporate Responsibility.Michal Carrington, Detlev Zwick & Benjamin Neville - 2019 - Journal of Business Ethics 160 (4):973-999.
    While mainstream CSR research has generally explored and argued for positive ethical, social and environmental performance, critical CSR scholars argue that change has been superficial—at best, and not possible in any substantial way within the current capitalist system. Both views, however, only address the role of business within larger systems. Little attention has been paid to the everyday material CSR practice of individual managers. We go inside the firm to investigate how the micro-level acts of individual managers can aggregate to (...)
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    “Norming” and “Conforming”: Integrating Cultural and Institutional Explanations for Sustainability Adoption in Business. [REVIEW]Dan V. Caprar & Benjamin A. Neville - 2012 - Journal of Business Ethics 110 (2):231-245.
    Sustainability is increasingly a matter of concern in the corporate world. Many business scholars have analyzed the phenomenon from institutional and cultural perspectives, addressing the key questions of what drives the spread of sustainability principles, and also why sustainability adoption varies so widely among organizations and cultures. In this article, we propose that sustainability adoption can be better explained by integrating the insights from the institutional and cultural perspectives. This would break the current practice of choosing one approach or the (...)
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    Understanding Dynamism and Flux in the Ideological Struggle for CSR.Colin Higgins & Ben Neville - 2010 - Proceedings of the International Association for Business and Society 21:57-66.
    A largely ignored area of Business & Society scholarship is the role of political ideology in driving the norms and attitudes of business people and stakeholders toward corporate social responsibility (CSR). It seems intuitive that individuals with a more leftwing ideology would support regulation of, and responsibilities, for business (eg a stakeholder view) and those of a more right-wing persuasion would support more economic freedom (eg a shareholder view), but these relationships are unclear. Little is understood about how ideology influences (...)
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    Navigating the Social Governance Gap: An Exploration of Rio Tinto’s Administration of Citizenship Rights.Benjamin A. Neville & Trevor Goddard - 2007 - Proceedings of the International Association for Business and Society 18:228-233.
    When business organisations become involved in contributing to and resolving social issues, they enter areas traditionally seen as the purview of governments. In doing so, they begin to take on the expectations and responsibilities of government; they become politicised. This politicisation is a product of business’s success and power and appears largely unavoidable. Adopting Matten & Crane’s (2005a) extended view of corporate citizenship, business organisations’ responsibilities extend to the administration of citizens’ social, civil and political rights. We term these areas (...)
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