11 found
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  1.  79
    Corporate Social Performance as a Competitive Advantage in Attracting a Quality Workforce.Daniel W. Greening & Daniel B. Turban - 2000 - Business and Society 39 (3):254-280.
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  2.  3
    Corporate Social Performance and Organizational Attractiveness to Prospective Employees.Daniel W. Greening & Daniel B. Turban - 1996 - Proceedings of the International Association for Business and Society 7:489-500.
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  3.  18
    The Effects of Corporate Governance and Institutional Ownership Types on Corporate Social Performance.Richard A. Johnson & Daniel W. Greening - 1994 - Proceedings of the International Association for Business and Society 5:433-444.
  4.  53
    Developing Theory in Corporate Social Responsibility and Social Entrepreneurship: An International Investigation of the PET Organization.Daniel W. Greening, James Wall & Sara R. Elias - 2012 - Proceedings of the International Association for Business and Society 23:91-97.
    This paper was originally a discussion proposal but data has been collected since June and we would like to share some results in this proceedings article. Our goal is to link the CSR literature with the social entrepreneurship literature by studying the growth of an international organization and discuss our methodologies and findings to date.
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  5.  9
    Managing Industrial and Environmental Crises The Role of Heterogeneous Top Management Teams.Daniel W. Greening & Richard A. Johnson - 1997 - Business and Society 36 (4):334-361.
    This study examines firms that have experienced an industrial and/or environ-mental crisis and proposes that top management team characteristics will affect a firm's ability to minimize the severity of these crisis events. Specifically, heterogeneity in the TMT will exhibit a curvilinear relationship with the severity of firm crises. Our results suggest that a moderate level of age and tenure heterogeneity are positively related to a firm's ability to successfully minimize the severity of crises. Variance in educational backgrounds was unrelated to (...)
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  6.  2
    Environmental Determinants of Political Strategy.James E. Mattingly & Daniel W. Greening - 2001 - Proceedings of the International Association for Business and Society 12:399-406.
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  7.  1
    Breaking Up is so Very Hard to Do.Daniel W. Greening & Richard A. Johnson - 1998 - Proceedings of the International Association for Business and Society 9:945-955.
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  8.  2
    Incorporating Social and Political Issues Into Corporate Planning.Daniel W. Greening - 1992 - Proceedings of the International Association for Business and Society 3:809-822.
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  9.  1
    The Evolution of Stakeholder Relationships.Daniel W. Greening, James Mattingly & Kenneth R. Evans - 2001 - Proceedings of the International Association for Business and Society 12:431-442.
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  10.  2
    Corporate Social Performance Orientations.James E. Mattingly & Daniel W. Greening - 2002 - Proceedings of the International Association for Business and Society 13:209-215.
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  11.  1
    Corporate Governance, Shareholder Proposals, and Social Performance.William J. Donoher & Daniel W. Greening - 1998 - Proceedings of the International Association for Business and Society 9:261-272.
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