9 found
Order:
Disambiguations
Mark P. Sharfman [5]Mark Sharfman [4]
  1.  60
    The construct validity of the Kinder, lydenberg & domini social performance ratings data.Mark Sharfman - 1996 - Journal of Business Ethics 15 (3):287 - 296.
    Carroll (1991) encouraged researchers in Social Issues Management (SIM) to continue to measure Corporate Social Performance (CSP) from a variety of different perspectives utilizing a variety of different measures. In addition, Wolfe and Aupperle (1991) (and others) have asserted that there is no, single best way to measure CSP and that multiple measures and perspectives help develop the field. However, Pfeffer (1993) suggest that a lack of consistent measurement has constrained organization studies (and by implication, the field of social issues (...)
    Direct download (4 more)  
     
    Export citation  
     
    Bookmark   80 citations  
  2.  32
    Assessing the Concurrent Validity of the Revised Kinder, Lydenberg, and Domini Corporate Social Performance Indicators.Mark Sharfman & Timothy A. Hart - 2015 - Business and Society 54 (5):575-598.
    This article examines the concurrent validity of the Kinder, Lydenberg, Domini Research & Analytics corporate social performance measures. Because KLD changed its evaluation methods to richer approaches, a new look at the concurrent validity of the indicators is necessary. To do this new look, the authors examine the new “Binary” and “Continuous” versions of the KLD and compare them with previous versions of KLD. The results suggest that the continuous scores provide better measurement characteristics than do the binary version. Overall, (...)
    Direct download  
     
    Export citation  
     
    Bookmark   19 citations  
  3.  19
    Corporate Social Irresponsibility and Executive Succession: An Empirical Examination.Shih-Chi Chiu & Mark Sharfman - 2018 - Journal of Business Ethics 149 (3):707-723.
    This study contributes to the corporate social responsibility, stakeholder theory, and executive succession literature by examining the effect of corporate social irresponsibility on strategic leadership turnover. We theorize that firms’ CSiR increases the likelihood of executive turnover. We also investigate the nature of succession and successor origin following CSiR. We further examine how the CSiR–CEO succession relationship is moderated by firm visibility to stakeholders and industry dynamism. Our results, based on a dataset of 248 U.S. public firms between 2001 and (...)
    Direct download (2 more)  
     
    Export citation  
     
    Bookmark   8 citations  
  4.  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 (...)
    No categories
    Direct download (2 more)  
     
    Export citation  
     
    Bookmark   7 citations  
  5.  13
    Changing Institutional Rules The Evolution of Corporate Philanthropy, 1883-1953.Mark Sharfman - 1994 - Business and Society 33 (3):236-269.
    Direct download  
     
    Export citation  
     
    Bookmark   18 citations  
  6.  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.
    Direct download  
     
    Export citation  
     
    Bookmark   16 citations  
  7.  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.
    Direct download  
     
    Export citation  
     
    Bookmark   6 citations  
  8. 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.
    No categories
     
    Export citation  
     
    Bookmark  
  9.  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 (...)
    No categories
    Direct download (2 more)  
     
    Export citation  
     
    Bookmark