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  1.  13
    Corporate Remediation of Human Rights Violations: A Restorative Justice Framework.Maximilian J. L. Schormair & Lara M. Gerlach - 2020 - Journal of Business Ethics 167 (3):475-493.
    In the absence of effective judicial remediation mechanisms after business-related human rights violations, companies themselves are expected to establish remediation procedures for affected victims and communities. This is a challenge for both companies and victims since comprehensive company-based grievance mechanisms are currently missing. In this paper, we explore how companies can provide effective remediation after human rights violations. Accordingly, we critically assess two different approaches to conflict resolution, alternative dispute resolution and restorative justice, for their potential to provide dialogue-based, non-judicial (...)
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  2.  10
    Creating Value by Sharing Values: Managing Stakeholder Value Conflict in the Face of Pluralism Through Discursive Justification.Maximilian J. L. Schormair & Dirk Ulrich Gilbert - 2021 - Business Ethics Quarterly 31 (1):1-36.
    ABSTRACTThe question of how to engage with stakeholders in situations of value conflict to create value that includes a plurality of conflicting stakeholder value perspectives represents one of the crucial current challenges of stakeholder engagement as well as of value creation stakeholder theory. To address this challenge, we conceptualize a discursive sharing process between affected stakeholders that is oriented toward discursive justification involving multiple procedural steps. This sharing process provides procedural guidance for firms and stakeholders to create pluralistic stakeholder value (...)
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  3.  6
    Progressive and Conservative Firms in Multistakeholder Initiatives: Tracing the Construction of Political CSR Identities Within the Accord on Fire and Building Safety in Bangladesh.Maximilian J. L. Schormair & Kristin Huber - 2021 - Business and Society 60 (2):454-495.
    The proliferation of multistakeholder initiatives over the past years has sparked an intense debate on the political role of corporations in the governance of global business conduct. To gain a better understanding of corporate political behavior in multistakeholder governance, this article investigates how firms construct a political identity when participating in MSIs. Based on an in-depth case study of the Accord on Fire and Building Safety in Bangladesh—an MSI established after the collapse of the Rana Plaza garment factory complex in (...)
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