1.  89
    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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  2.  49
    The Interactive Effect of Internal and External Factors on a Proactive Environmental Strategy and its Influence on a Firm's Performance.Bulent Menguc, Seigyoung Auh & Lucie Ozanne - 2010 - Journal of Business Ethics 94 (2):279 - 298.
    While the literature on the effective management of business and natural environment interfaces is rich and growing, there are still two questions regarding which the literature has yet to reach a definitive conclusion: (1) what is the interactive effect between internal and external drivers on a proactive environmental strategy (PES)? and (2) does a PES influence firm's performance? Drawing on the resource-based view for the internal drivers' perspective and institutional and legitimacy theories for the external drivers' perspective, this study suggests (...)
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  3.  41
    Organizational consequences, marketing ethics and salesforce supervision: Further empirical evidence. [REVIEW]Bülent Mengüç - 1998 - Journal of Business Ethics 17 (4):333-352.
    This study comparatively examines supervisory reactions of Turkish sales managers to potentially ethical and unethical salesperson behaviors while replicating Hunt and Vasquez-Parraga (1993). Four scenarios representing ethical and unethical conditions of over-stating plant capacity utilization and over-recommending expensive products were presented to the managers. As a result of this comparative study, it is empirically demonstrated that Turkish managers primarily rely on the inherent rightness of a behavior with a focus on the individual (i.e., deontological evaluations) in determining whether a salesperson's (...)
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