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Michael L. Barnett [13]Michael Barnett [9]Michael N. Barnett [6]Michael D. Barnett [1]
  1.  91
    Stakeholder Influence Capacity and the Variability of Financial Returns to Corporate Social Responsibility.Michael L. Barnett - 2005 - Proceedings of the International Association for Business and Society 16:287-292.
    This paper argues that research on the business case for corporate social responsibility (CSR) must account for the path dependent nature of firm-stakeholderrelations, and develops the construct of stakeholder influence capacity (SIC) to fill this void. SIC helps to explain why the effects of CSR on corporate financial performance (CFP) vary across firms and across time, therein providing a missing link in the study of the business case. This paper distinguishes CSR from related and confounded corporate resource allocations and from (...)
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  2.  58
    Opportunity Platforms and Safety Nets: Corporate Citizenship and Reputational Risk.Charles J. Fombrun, Naomi A. Gardberg & Michael L. Barnett - 2000 - Business and Society Review 105 (1):85-106.
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  3.  13
    The Business Case for Corporate Social Responsibility: A Critique and an Indirect Path Forward.Michael L. Barnett - 2019 - Business and Society 58 (1):167-190.
    Do firms benefit from their voluntary efforts to alleviate the many problems confronting society? A vast literature establishing a “business case” for corporate social responsibility appears to find that usually they do. However, as argued herein, the business case literature has established only that firms usually benefit from responding to the demands of their primary stakeholders. The nature of the relationship between the interests of business and those of broader society, beyond a subset of powerful primary stakeholders, remains an open (...)
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  4.  24
    [Book Review] Eyewitness to a Genocide, the United Nations and Rwanda. [REVIEW]Michael N. Barnett - 2002 - Ethics and International Affairs 16 (1):143-150.
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  5.  8
    One Voice, But Whose Voice?: Exploring What Drives Trade Association Activity.Michael Barnett - 2013 - Business and Society 52 (2):213-244.
    Trade associations operate under the premise of advancing the shared interests of their member firms. How well do they fulfill this role? This article measures the activity of 148 major industry trade associations over time and relates this activity to the performance of the relevant industries and dominant firms within them. Findings suggest that trade association spending increases when the profitability of the four largest firms in an industry decreases, but spending is unrelated to the profitability of the industry overall. (...)
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  6.  8
    Sorry to Burst Your Bubble: The Influence of Reputation Rankings on Perceptions of Firms.Sohvi Leih & Michael L. Barnett - 2018 - Business and Society 57 (5):962-978.
    We measure the influence of reputation rankings on individuals’ perceptions of firms. Through experimental design, we vary whether and how participants are exposed to a reputation ranking alongside other information about a firm. We find that rankings influence perceptions when they are negative and congruent with other information about the firm. These findings help explain how a firm’s reputation can change even if its characteristics remain constant and why change in a firm’s characteristics can be slow to produce change in (...)
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  7.  9
    Communication Education, Modeling, and Protocols Transform Clinicians to Agents of Empowerment.Keith M. Swetz, Michael D. Barnett & Kathleen M. McKillip - 2017 - American Journal of Bioethics 17 (11):40-42.
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  8. Carnegie Council.J. Bryan Hehir, Pierre Laberge, Michael N. Barnett, Brad R. Roth, Fernando R. Tesón, Steven P. Lee, Russell Hardin, Thomas Donaldson, Frances V. Harbour & Thomas W. Smith - 1995 - Ethics and International Affairs 9.
     
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  9. Humanitarianism in Question: Power, Politics.Michael Barnett & Thomas G. Weiss - forthcoming - Ethics.
  10. Sacred Aid: Faith and Humanitarianism.Michael Barnett & Janice Stein - 2012 - Oup Usa.
    From church-sponsored AIDS prevention campaigns in Africa to Muslim charity efforts in flood-stricken Pakistan to Hindu charities in India, religious groups have altered the character of the global humanitarian movement. Moreover, even secular groups now gesture toward religious inspiration in their work. Clearly, the broad, inexorable march toward secularism predicted by so many Westerners has halted, which is especially intriguing with regard to humanitarianism. Not only was it a highly secularized movement just forty years ago, but its principles were based (...)
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  11. Governing Anarchy: A Research Agenda for the Study of Security Communities.Emanuel Adler & Michael N. Barnett - 1996 - Ethics and International Affairs 10:63–98.
    Adler and Barnett demonstrate how changes occurring in international politics create the nostalgia of security communities, a concept made prominent by Karl Deutsch nearly forty years ago.
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  12.  14
    A Problem From Washington: Samantha Power Enters the Foreign Policy Bureaucracy.Michael Barnett - 2020 - Ethics and International Affairs 34 (2):241-254.
    In her new memoir, The Education of an Idealist, Samantha Power reflects on her eight years in the Obama administration. Although she claims that the experience did little to change her views, there is a considerable disjuncture between her point of view in her award-winning earlier book “A Problem from Hell,” in which she criticizes U.S. officials for not doing the right thing, and her point of view in The Education of an Idealist, in which she defends indifference of U.S. (...)
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  13.  87
    The United Nations and Global Security: The Norm is Mightier Than the Sword.Michael N. Barnett - 1995 - Ethics and International Affairs 9:37–54.
    Barnett argues that the United Nations, by operating on the principle of the consent of the parties, can encourage the development of a more stable and cooperative security architecture.
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  14.  40
    What Were They Thinking? Exploring the Cognitive Underpinnings of How Stakeholders Assess Firms.Michael L. Barnett & Sunyoung Lee - 2011 - Proceedings of the International Association for Business and Society 22:459-468.
    Aggregated reputation scores and rankings have been rightly criticized for lacking a theoretical basis by which to weight the individual perceptions that form them. The resulting product can be a score or ranking that fails to represent the perceptions of many or even most stakeholders. Little attention has been paid, however, to the reverse. Rather than focus on how individual perceptions can be represented at an aggregate level, herein we focus on how an aggregated reputation can influence individual perceptions. We (...)
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  15.  1
    People, Not Psychiatry.Michael Barnett - 1973 - Regnery.
    Originally published in 1973, this book is about people and psychiatry. About people who rejected psychiatry as it was generally practised at the time, people who sought for and found alternative ways of caring for and healing one another. The author, who had been active in radical alternatives to psychiatry for some time, offers us a programme based not on drugs, repression and a 'questionable' expertise, but on human caring, greater awareness of the body, deeper communication between persons and a (...)
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  16. The Association Between Primary Care Physician Compensation and Patterns of Care Delivery, 2012-2015.Adrian Garcia Mosqueira, Meredith Rosenthal & Michael L. Barnett - 2019 - Inquiry: The Journal of Health Care Organization, Provision, and Financing 56:004695801985496.
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  17.  27
    Paternalism and Global Governance.Michael Barnett - 2015 - Social Philosophy and Policy 32 (1):216-243.
    :Contemporary global governance is organized around an odd pairing: care and control. On the one hand, much of global governance is designed to reduce human suffering and improve human flourishing, with the important caveat that individuals should be allowed to decide for themselves how they want to live their lives. On the other hand, these global practices of care are also entangled with acts of control. Peacebuilding, public health, emergency aid, human rights, and development are expressions of this tension between (...)
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  18.  31
    Multicultural Jurisdictions — Cultural Differences and Women's Rights.Michael Barnett - 2003 - Contemporary Political Theory 2 (1):109-111.
  19.  23
    Using CSR to CYA.Michael L. Barnett - 2006 - Proceedings of the International Association for Business and Society 17:55-57.
    In this paper, I seek to build a theoretical framework that explains how effectively different firms can use different types of corporate social responsibility (CSR)to influence stakeholders perceptions of and reactions to different types of errors. CSR affects the errors stakeholders notice, how they frame them, how they respond to them, and how quickly any punishment wanes. Ex ante and ex post CSR decrease the likelihood that stakeholders will notice some errors, improve the framing of those errors that are noticed, (...)
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  20.  23
    The Social Dividends of Diaspora: Migrants, Remittances, and Changes in Home-Country Rule of Law.Michael Barnett, Michael Cummings & Paul Vaaler - 2012 - Proceedings of the International Association for Business and Society 23:147-159.
    How do societies improve over time? This paper demonstrates one means through which the independent actions of individuals can produce country-level social change. We explain how institutional governance norms, specifically those surrounding rule of law, are transmitted to developing countries through migrants and their remittances. We develop and test an empirical model using a panel dataset of 49 developing countries from 2001-2010. Results suggest that migrants and their remittances matter, but their impact depends on where both reside abroad. Developing countries (...)
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  21.  9
    It Ain’T Easy Becoming Greener.Juan A. Aragon-Correa, Michael L. Barnett & Natalia Ortiz - 2018 - Proceedings of the International Association for Business and Society 29:1-14.
    Most firms have taken substantive actions to improve their environmental performance, but much more still needs to be done to mitigate serious environmental degradation that threatens the planet. What can drive firms to further improve their environmental performance? Drawing from an attention-based view of the firm, we develop two hypotheses that predict that because they disrupt established patterns of organizational attention and shift managerial focus, regulatory fines and leadership turnover lead to improvements in corporate environmental performance. We test our hypotheses (...)
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  22.  19
    Big & Bad? A Sociological Perspective on the Icarus Paradox.Michael L. Barnett & Bryant A. Hudson - 2006 - Proceedings of the International Association for Business and Society 17:239-241.
    One of the more interesting counter-intuitive findings in organizational research is that success breeds failure. This counter-intuitive has been described in termsof core rigidities, core incompetencies, and even the Icarus Paradox. The literature on these topics has concluded that success yields overconfidence and myopia in firms and their managers, and this eventually causes failure. We augment this literature by suggesting that success breeds not only internal pathologies that cause firms to misuse their established resources over time, but also external pathologies (...)
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  23.  13
    Measure Less, Succeed More: A Zen Approach to Organisational Balance and Effectiveness.Michael L. Barnett & Gloria Cahill - 2007 - Philosophy of Management 6 (1):147-162.
    Over the last decade, managers have increasingly emphasised the creation of tangible measures of intangible organisational properties. Many major corporations now include measures for intellectual capital, knowledge capital, reputational capital, and other such intangible assets on their financial ledgers. Counter to the rubric that ‘If it doesn’t get measured, it doesn’t get done,’ we argue that some intangibles are truly intangible, and attempts to apply tangible measures to them creates undue organisational stress and harms the underlying asset. Instead, managers may (...)
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  24.  17
    United Nations Blue Book Series.Michael N. Barnett - 1997 - Ethics and International Affairs 11:326-327.
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  25.  18
    Measure Less, Succeed More: A Zen Approach to Organisational Balance and Effectiveness.Michael L. Barnett & Gloria Cahill - 2007 - Philosophy of Management 6 (1):147-162.
    Over the last decade, managers have increasingly emphasised the creation of tangible measures of intangible organisational properties. Many major corporations now include measures for intellectual capital, knowledge capital, reputational capital, and other such intangible assets on their financial ledgers. Counter to the rubric that ‘If it doesn’t get measured, it doesn’t get done,’ we argue that some intangibles are truly intangible, and attempts to apply tangible measures to them creates undue organisational stress and harms the underlying asset. Instead, managers may (...)
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  26.  10
    Using CSR to CYA: How Corporate Social Responsibility Influences Stakeholder Perceptions of Organizational Errors.Michael L. Barnett - 2006 - Proceedings of the International Association for Business and Society 17:55-57.
    In this paper, I seek to build a theoretical framework that explains how effectively different firms can use different types of corporate social responsibility to influence stakeholders perceptions of and reactions to different types of errors. CSR affects the errors stakeholders notice, how they frame them, how they respond to them, and how quickly any punishment wanes. Ex ante and ex post CSR decrease the likelihood that stakeholders will notice some errors, improve the framing of those errors that are noticed, (...)
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  27. Designed Curriculum and Local Culture: Acknowledging the Primacy of Classroom Culture.Kurt D. Squire, James G. MaKinster, Michael Barnett, April Lynn Luehmann & Sasha L. Barab - 2003 - Science Education 87 (4):468-489.
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  28.  1
    Don't Get Stuck in the Middle.Michael L. Barnett & Robert M. Salomon - 2001 - Proceedings of the International Association for Business and Society 12:121-130.
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