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  1.  49
    From Preaching to Investing: Attitudes of Religious Organisations Towards Responsible Investment.Céline Louche, Daniel Arenas & Katinka C. van Cranenburgh - 2012 - Journal of Business Ethics 110 (3):301-320.
    Religious organisations are major investors with sometimes substantial investment volumes. An important question for them is how to make investments in, and to earn returns from, companies and activities that are consistent with their religious beliefs or that even support these beliefs. Religious organisations have pioneered responsible investment. Yet little is known about their investment attitudes. This article addresses this gap by studying faith consistent investing. Based on a survey complemented by interviews, we investigate religious organisations’ attitudes towards responsible investment (...)
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  2.  18
    Social Shareholder Engagement: The Dynamics of Voice and Exit. [REVIEW]Jennifer Goodman, Céline Louche, Katinka C. van Cranenburgh & Daniel Arenas - 2014 - Journal of Business Ethics 125 (2):1-18.
    Investors concerned about the social and environmental impact of the companies they invest in are increasingly choosing to use voice over exit as a strategy. This article addresses the question of how and why the voice and exit options (Hirschman 1970) are used in social shareholder engagement (SSE) by religious organisations. Using an inductive case study approach, we examine seven engagements by three religious organisations considered to be at the forefront of SSE. We analyse the full engagement process rather than (...)
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  3.  49
    Strategic and Moral Dilemmas of Corporate Philanthropy in Developing Countries: Heineken in Sub-Saharan Africa.Katinka C. Van Cranenburgh & Daniel Arenas - 2014 - Journal of Business Ethics 122 (3):523-536.
    This case study illustrates the dilemmas facing multinational companies in meeting social challenges in Sub-Saharan Africa. It also discusses the purpose, responsibilities and limitations of business involvement in social development. From a business standpoint, social challenges in developing countries differ greatly from those in nations where governments or markets effectively provide for the population’s health needs. The case illustrates what led a multinational to set up a corporate foundation and focuses on three strategic and operational dilemmas it ran up against. (...)
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  4.  16
    Management Responses to Social Activism in an Era of Corporate Responsibility: A Case Study.Katinka C. Van Cranenburgh, Kellie Liket & Nigel Roome - 2013 - Journal of Business Ethics 118 (3):497-513.
    Social activism against companies has evolved in the 50 years since Rachel Carson first put the US chemical industry under pressure to halt the indiscriminate use of the chemical DDT. Many more companies have come under the spotlight of activist attention as the agenda social activists address has expanded, provoked in part by the internationalization of business. During the past fifteen years, companies have begun to formulate corporate responsibility policies and appointed management teams dedicated to CR, resulting in a change (...)
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