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  1.  38
    Corporate Social Performance and Financial Performance: Sample-Selection Issues.Mark P. Sharfman & Ali M. Shahzad - 2017 - Business and Society 56 (6):889-918.
    The vast majority of extant empirical research examining the relationship between corporate social performance and financial performance selects samples of only those firms which are observed engaging in CSP. In this study, the authors assert that firms’ efforts to pursue CSP and subsequently their appearance in social-choice investment advisory firms’ ranking databases are non-random. Studying the CSP–FP link using selected samples of only those firms whose social performance is ranked by SIA firms introduces a sample-selection bias which limits generalization of (...)
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  2.  18
    A model of the global and institutional antecedents of high-level corporate environmental performance.Mark P. Sharfman, Teresa M. Shaft & Laszlo Tihanyi - 2004 - Business and Society 43 (1):6-36.
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  3.  17
    The effects of managerial values on social issues evaluation: An empirical examination.Mark P. Sharfman, Tammie S. Pinkston & Thomas D. Sigerstad - 2000 - Business and Society 39 (2):144-182.
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  4. Smith, Wanda J., Richard E. Wokutch, K. Vernard Harrington, and.Bruce Seifert, Sara A. Morris, Barbara R. Bartkus, Mark P. Sharfman, Teresa M. Shaft & Laszlo Tihanyi - 2004 - Business and Society 43 (4):437-439.
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  5.  17
    In Good Times but Not in Bad: The Role of Managerial Discretion in Moderating the Stakeholder Management and Financial Performance Relationship.Ali M. Shahzad, Matthew A. Rutherford & Mark P. Sharfman - 2016 - Business and Society Review 121 (4):497-528.
    We examine the role of managers in controlling the positive impact of stakeholder management (SM) on firm financial performance (FP) in the long term. We develop and test competing hypotheses on whether managers act as “good citizens” or engage in “self‐dealing” when allowed greater discretion. We test our assertions using dynamic panel data analysis of a sample of 806 U.S. public firms operating in 34 industries over 5 years (2005–2009). Our results indicate a nuanced influence of managerial discretion contexts on (...)
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