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  1.  66
    Stakeholder Influence Strategies: An Empirical Exploration.Jamie R. Hendry - 2005 - Journal of Business Ethics 61 (1):79-99.
    In the present study, I sought to more fully understand stakeholder organizations’ strategies for influencing business firms. I conducted interviews with 28 representatives of four environmental non-governmental organizations (ENGOs): Natural Resources Defense Council (NRDC), Greenpeace, Environmental Defense (ED), and Union of Concerned Scientists (UCS). Qualitative methods were used to analyze this data, and additional data in the form of reviews of websites and other documents was conducted when provided by interviewees or needed to more fully comprehend interviewee’s comments. Six propositions (...)
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  2.  20
    Taking Aim at Business What Factors Lead Environmental Non-Governmental Organizations to Target Particular Firms?Jamie R. Hendry - 2006 - Business and Society 45 (1):47-86.
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  3.  23
    An Organizational Field Approach to Corporate Rationality: The Role of Stakeholder Activism.Lenahan L. O’Connell, Carroll U. Stephens, Michael Betz, Jon M. Shepard & Jamie R. Hendry - 2005 - Business Ethics Quarterly 15 (1):93-111.
    This paper contends that rationality is more properly evaluated as a property of an organization’s relationships with its stakeholders than of the organization itself. We predicate our approach on the observation that stakeholders can hold goals quite distinct from those of owners and top managers, and these too can be rationally pursued. We build upon stakeholder theory and Weber’s classic distinction between wertrationalitat and zweckrationalitat, adding to them the “new institutionalist” concept of the organization field . Stakeholders employ a variety (...)
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  4.  25
    An Organizational Field Approach to Corporate Rationality: The Role of Stakeholder Activism.Jamie R. Hendry - 2005 - Business Ethics Quarterly 15 (1):93-111.
    This paper contends that rationality is more properly evaluated as a property of an organization’s relationships with its stakeholders than of the organization itself. We predicate our approach on the observation that stakeholders can hold goals quite distinct from those of owners and top managers, and these too can be rationally pursued. We build upon stakeholder theory and Weber’s classic distinction between wertrationalitat and zweckrationalitat, adding to them the “new institutionalist” concept of the organization field . Stakeholders employ a variety (...)
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  5.  9
    Environmental NGOs and Business A Grounded Theory of Assessment, Targeting, and Influencing.Jamie R. Hendry - 2003 - Business and Society 42 (2):267-276.
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  6.  21
    PBL in Management Classes: Foreshadowing Our Students’ Careers.Craig V. Vansandt & Jamie R. Hendry - 2010 - Proceedings of the International Association for Business and Society 21:253-263.
    This paper explores common elements of problem-based learning (PBL) and some of its benefits in management classes. We then argue that PBL is a pedagogy more suited to the learning environment that our students will face in the workplace, and should therefore be more widely utilized in management education. We conclude by providing a brief description of a class in which PBL is employed as the primary instructional method.
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  7.  18
    About These Proceedings.Jamie R. Hendry - 2010 - Proceedings of the International Association for Business and Society 21:6-6.
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  8.  14
    Case Studies in Business Ethics, 6th Edition.Jamie R. Hendry - 2010 - Journal of Business Ethics Education 7:257-259.
  9.  9
    Conference Chair Remarks.Jamie R. Hendry - 2009 - Proceedings of the International Association for Business and Society 20:2-4.
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  10.  11
    An Interactive Workshop on the Assessment of Ethics Learning: Course Objectives, Methods and Tools, Outcomes.Steve Payne, James Weber & Jamie R. Hendry - 2005 - Proceedings of the International Association for Business and Society 16:376-378.
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