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  1. The Corporate Social Performance and Corporate Financial Performance Debate.John F. Mahon - 1997 - Business and Society 36 (1):5-31.
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  2.  77
    The Corporate Social Performance and Corporate Financial Performance Debate Twenty-Five Years of Incomparable Research.Jennifer J. Griffin & John F. Mahon - 1997 - Business and Society 36 (1):5-31.
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  3.  69
    Corporate Reputation Research Agenda Using Strategy and Stakeholder Literature.John F. Mahon - 2002 - Business and Society 41 (4):415-445.
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  4. Toward a Substantive Definition of the Corporate Issue Construct A Review and Synthesis of the Literature.Steven L. Wartick & John F. Mahon - 1994 - Business and Society 33 (3):293-311.
     
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  5. Political Strategy and Issues Evolution: A Framework for Analysis and Action.Barbera Bigelow, Liam Fahey & John F. Mahon - forthcoming - Contemporary Issues in Business Ethics and Politics (Edwin Mellen, Lewiston, Ny).
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  6.  18
    Modeling Industry Political Dynamics.John F. Mahon & Richard A. McGowan - 1998 - Business and Society 37 (4):390-413.
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  7.  34
    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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  8. Interactive Corporate Political Activity Research Workshop.Steven N. Brenner, Kathleen Getz, Gerald Keim & John F. Mahon - 1996 - Proceedings of the International Association for Business and Society 7:805-810.
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  9. Corporate Social Performance Measurement.Steven L. Wartick & John F. Mahon - 2003 - Proceedings of the International Association for Business and Society 14:207-215.
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  10.  31
    Corporate Social Performance Profiling: The Importance Of Multiple Stakeholder Perceptions.Steven L. Wartick & John F. Mahon - 2009 - Proceedings of the International Association for Business and Society 20:326-336.
    Over time, how does a company's corporate social performance (CSP) as reflected through different stakeholders' views of the company (corporate reputation or CR) vary between a financial stakeholder group and a customer stakeholder group? The purpose of this research is to extend our previous work in the area of CSP profiling. So far, we have only applied the method to two companies in each of three industries for one year. This paper will focus on extending the application to the five (...)
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  11.  23
    The BP Oil Disaster: Critical Insights and Lessons for Management and Organizational Reputation.Jeanne M. Logsdon & John F. Mahon - 2011 - Proceedings of the International Association for Business and Society 22:379-390.
    This paper develops a two-part model of the crucial roles that episodic memory and perceptual filters play in responses to organizational crisis. We examine thecascading impacts of episodic memory, the types of filters that shape stakeholder responses to crisis, and subsequent impacts on reputation. A sound wave analogy is developed to understand the complexity of organizational crisis. The model is partially applied to the BP Deepwater Horizon oil rig disaster.
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  12.  20
    Symposium.Steven N. Brenner, Michael E. Johnson-Cramer, John F. Mahon, Tim Rowley & Donna J. Wood - 2005 - Proceedings of the International Association for Business and Society 16:298-301.
    This panel considered the uses of and prospects for the stakeholder theory/approach. After 20 years of popularity, the stakeholder concept has still notemerged as a true theory. However, it offers some unique perspectives on business organizations and there is plenty of room to develop stakeholder theory and research. These session notes are offered to further the scholarly discussion.
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  13.  13
    Painting a Portrait A Reply.John F. Mahon & Jennifer J. Griffin - 1999 - Business and Society 38 (1):126-133.
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  14.  13
    Implementing Service Learning in the 21st Century.Ann Buchholtz, Mary-Ellen Boyle, Craig Dunn, Larry Lad & John F. Mahon - 2005 - Proceedings of the International Association for Business and Society 16:361-362.
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  15. Aggregating Reputation.Barry M. Mitnick & John F. Mahon - 2003 - Proceedings of the International Association for Business and Society 14:355-363.
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  16.  16
    Towards a Framework for Issues and Stakeholder Management: Cascading Arenas.John F. Mahon & Steven L. Wartick - 2005 - Proceedings of the International Association for Business and Society 16:273-278.
    What is missing in issue analysis is the movement across transnational and arena borders. In this paper we offer an initial theoretical model of cascading arenas, addressing specifically three different arenas: local level (country level in EU, state level in US), regional level (EU & US), and transborder international issues (across trading NAFTA and EU). We note the broad characteristics of these arenas and address the processes by which issues migrate up and down and across such arenas over time, using (...)
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  17.  15
    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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  18.  5
    Case Colloquium.Timothy W. Edlund, Mark Cordano, D. Jeffrey Lenn, John F. Mahon & Anne T. Lawrence - 2001 - Proceedings of the International Association for Business and Society 12:545-551.
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  19.  10
    The Ends Justify the Means: The Ethical Reasoning of Environmental Public Interest Groups and Their Actions.Richard A. McGowan & John F. Mahon - 1995 - International Journal of Value-Based Management 8 (2):135-147.
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  20.  7
    Case Colloquium.Timothy W. Edlund, Robert P. Crowner, John F. Mahon & Hal Schroeder - 1995 - Proceedings of the International Association for Business and Society 6:1369-1369.
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  21.  6
    Corporate Social Performance & Corporate Financial Performance.Jennifer J. Griffin & John F. Mahon - 1995 - Proceedings of the International Association for Business and Society 6:749-760.
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  22.  4
    Green Collaboration.John F. Mahon & Barbara Bigelow - 1992 - Proceedings of the International Association for Business and Society 3:125-138.
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  23.  1
    A Bridge Too Far.John F. Mahon & Richard A. McGowan - 2002 - Proceedings of the International Association for Business and Society 13:421-429.
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  24.  1
    Industry Political Dynamics.John F. Mahon & Richard A. McGowan - 1996 - Proceedings of the International Association for Business and Society 7:433-444.
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  25.  1
    Reputational Bliss.John F. Mahon & Barry M. Mitnick - 2004 - Proceedings of the International Association for Business and Society 15:386-389.
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  26.  1
    So What Do We Know About the Interplay Between International Political and Economic Strategy?John F. Mahon - 2002 - Proceedings of the International Association for Business and Society 13:419-420.
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  27.  1
    Who’s on First—Issues or Stakeholder Management.John F. Mahon & Pursey P. M. A. R. Heugens - 2002 - Proceedings of the International Association for Business and Society 13:406-413.
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  28.  5
    The Rules of the Game in the Global Economy: Policy Regimes for International Business.John F. Mahon - 1993 - Business and Society 32 (1):59-63.
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