6 found
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  1. CSR Practices and Corporate Strategy: Evidence from a Longitudinal Case Study.Lucio Lamberti & Emanuele Lettieri - 2009 - Journal of Business Ethics 87 (2):153-168.
    This paper aims to contribute to the present debate about business ethics and Corporate Social Responsibility (CSR) that the Journal of Business Ethics is hosting. Numerous contributions argued theoretical frameworks and taxonomies of CSR practices. The authors want to ground in this knowledge and provide further evidence about how companies adopt CSR practices to address stakeholders’ claims and consolidate their trust. Evidence was provided by a longitudinal case study about an Italian food company that is one of the largest producers (...)
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    The relationship between CSR and corporate strategy in medium‐sized companies: evidence from Italy.Lucio Lamberti & Giuliano Noci - 2012 - Business Ethics 21 (4):402-416.
    The paper responds to the recent calls for further evidence on corporate social responsibility (CSR) in small and medium‐sized enterprises (SMEs). Drawing on the extant literature, the authors identify four characteristics contended by academicians as peculiarities of SMEs’ approach to CSR: the intrinsic relationship between CSR and corporate strategy motivated by the need to continuously dialogue with stakeholders; the centrality of the entrepreneur's ethos in CSR decisions; the coexistence and the cross‐effect of economically instrumental and ethically motivated CSR policies; and (...)
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  3.  23
    The relationship between CSR and corporate strategy in medium-sized companies: evidence from Italy.Lucio Lamberti & Giuliano Noci - 2012 - Business Ethics, the Environment and Responsibility 21 (4):402-416.
    The paper responds to the recent calls for further evidence on corporate social responsibility (CSR) in small and medium-sized enterprises (SMEs). Drawing on the extant literature, the authors identify four characteristics contended by academicians as peculiarities of SMEs’ approach to CSR: the intrinsic relationship between CSR and corporate strategy motivated by the need to continuously dialogue with stakeholders; the centrality of the entrepreneur's ethos in CSR decisions; the coexistence and the cross-effect of economically instrumental and ethically motivated CSR policies; and (...)
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  4.  19
    The relationship between CSR and corporate strategy in medium-sized companies: evidence from Italy.Lucio Lamberti & Giuliano Noci - 2012 - Business Ethics: A European Review 21 (4):402-416.
    The paper responds to the recent calls for further evidence on corporate social responsibility (CSR) in small and medium‐sized enterprises (SMEs). Drawing on the extant literature, the authors identify four characteristics contended by academicians as peculiarities of SMEs’ approach to CSR: the intrinsic relationship between CSR and corporate strategy motivated by the need to continuously dialogue with stakeholders; the centrality of the entrepreneur's ethos in CSR decisions; the coexistence and the cross‐effect of economically instrumental and ethically motivated CSR policies; and (...)
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  5.  4
    Consumers Emotional Responses to Functional and Hedonic Products: A Neuroscience Research.Debora Bettiga, Anna M. Bianchi, Lucio Lamberti & Giuliano Noci - 2020 - Frontiers in Psychology 11:559779.
    Over the years, researchers have enriched the postulation that hedonic products generate deeper emotional reactions and feelings in the consumer than functional products. However, recent research empirically proves that hedonic products are more affect-rich only for some consumers segments or for specific consumption contexts. We argue that such inconsistency may derive from the nature of the emotions assessed, that is strictly dependent on their empirical measurement, and not from the mere existence of emotions themselves. Self-reported methods of evaluating consumer experience, (...)
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    Future-Oriented Happiness: Its Nature and Role in Consumer Decision-Making for New Products.Debora Bettiga & Lucio Lamberti - 2020 - Frontiers in Psychology 11.
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