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Sandra Waddock [60]Sandra A. Waddock [15]
  1.  41
    Parallel Universes: Companies, Academics, and the Progress of Corporate Citizenship.Sandra Waddock - 2004 - Business and Society Review 109 (1):5-42.
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  2.  39
    Creating Corporate Accountability: Foundational Principles to Make Corporate Citizenship Real. [REVIEW]Sandra Waddock - 2004 - Journal of Business Ethics 50 (4):313-327.
    This paper explores the growing array of initiatives aimed at creating corporate accountability with the goal of attempting to uncover the foundation principles that underlie them and create a floor below which practices are ethically questionable. Using the Global Compact's nine principles and the work of Transparency International as guides, foundational principles seem to exist in the areas of human rights, labor standards, environment, and anti-corruption initiatives.
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  3.  39
    Accountability in a Global Economy: The Emergence of International Accountability Standards.Sandra Waddock - 2011 - Business Ethics Quarterly 21 (1):23-44.
    This article assesses the proliferation of international accountability standards (IAS) in the recent past. We provide a comprehensive overview about the different types of standards and discuss their role as part of a new institutional infrastructure for corporate responsibility. Based on this, it is argued that IAS can advance corporate responsibility on a global level because they contribute to the closure of some omnipresent governance gaps. IAS also improve the preparedness of an organization to give an explanation and a justification (...)
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  4.  11
    Institutional Owners and Corporate Social Performance.Samuel B. Graves & Sandra A. Waddock - 1993 - Proceedings of the International Association for Business and Society 4:1101-1112.
  5.  19
    Leaving the Road to Abilene: A Pragmatic Approach to Addressing the Normative Paradox of Responsible Management Education.Dirk C. Moosmayer, Sandra Waddock, Long Wang, Matthias P. Hühn, Claus Dierksmeier & Christopher Gohl - 2019 - Journal of Business Ethics 157 (4):913-932.
    We identify a normative paradox of responsible management education. Business educators aim to promote social values and develop ethical habits and socially responsible mindsets through education, but they attempt to do so with theories that have normative underpinnings and create actual normative effects that counteract their intentions. We identify a limited conceptualization of freedom in economic theorizing as a cause of the paradox. Economic theory emphasizes individual freedom and understands this as the freedom to choose from available options. However, conceptualizing (...)
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  6.  22
    Relationships: The Real Challenge of Corporate Global Citizenship.Sandra Waddock & Neil Smith - 2000 - Business and Society Review 105 (1):47-62.
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  7.  15
    Quality of Management and Quality of Stakeholder Relations Are They Synonymous?Sandra A. Waddock & Samuel B. Graves - 1997 - Business and Society 36 (3):250-279.
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  8.  19
    Networked CSR Governance: A Whole Network Approach to Meta-Governance.Sandra Waddock & Laura Albareda - 2018 - Business and Society 57 (4):636-675.
    Meta-governance is Earth system governance for dealing with the global commons. This article develops a whole network approach to meta-governance to explore the potential for collective action for sustainable development by a loosely coupled network of networks. Networked corporate social responsibility governance has emerged around corporate sustainability and responsibility in the first years of the 21st century. Growing agreements and interactions among CSR initiatives suggest the development, structure, and governance of networked CSR governance as a network that can analytically be (...)
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  9.  21
    Shaping the Shift: Shamanic Leadership, Memes, and Transformation.Sandra Waddock - 2019 - Journal of Business Ethics 155 (4):931-939.
    The leader as shaman has three central roles: healer, connector, and sensemaker in the service of a better world. This paper argues that today’s leaders acting as shamans could become ‘shapeshifters,’ or more accurately ‘shape the shift,’ that is engage with organizational and systemic change needed to content with major problems like sustainability issues, climate change, and inequality, which business businesses are increasingly being asked to deal with as part of their societal roles. In the role of sensemaker, business leaders (...)
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  10.  4
    Global Sustainability Governance and the UN Global Compact: A Rejoinder to Critics.Andreas Rasche & Sandra Waddock - 2014 - Journal of Business Ethics 122 (2):209-216.
    This article takes the critique by Sethi and Schepers as a starting point for discussing the United Nations Global Compact. While acknowledging the relevance of some of their arguments, we emphasize that a number of their claims remain arguable and are partly misleading. We start by discussing the limits of their proposed framework to classify voluntary initiatives for corporate sustainability and responsibility. Next, we show how a greater appreciation of the historical and political context of the UN Global Compact puts (...)
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  11.  6
    Natural Sciences, Management Theory, and System Transformation for Sustainability.Nuno Guimarães-Costa, Tim Fort, Sandra Waddock & David Wasieleski - 2021 - Business and Society 60 (1):7-25.
    It is becoming clear that many of today’s management theories are inadequate theoretically and practically to move understanding, scholarship, and practice to where it needs to be for scholars, business leaders, and policy makers to cope with an increasing fraught world. This Special Issue’s focus is on sustainability. Sustainability challenges need to incorporate multidisciplinary interventions and the trans- and interdisciplinary nature of solutions. To actively seek transformation toward sustainability, fundamental and innovative short-term as well as long-term efforts are required in (...)
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  12.  18
    Visionaries and Wayfinders: Deliberate and Emergent Pathways to Vision in Social Entrepreneurship.Sandra Waddock & Erica Steckler - 2016 - Journal of Business Ethics 133 (4):719-734.
    This study explores the pathways from the aspiration to make a difference in the world to vision and action of social entrepreneurs. Based on the qualitative analysis of interviews with 23 individuals who have pioneered institutions and initiatives around corporate responsibility, we find two predominant pathways to vision. The deliberate path starts with aspiration and moves through purpose toward a relatively intentional vision that ultimately leads to, and is subsequently informed by, action. The emergent path also begins with aspiration then (...)
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  13.  2
    Catalyzing Purposeful Transformation: The Emergence of Transformation Catalysts.Sandra Waddock - 2022 - Business and Society Review 127 (S1):167-170.
    Business and Society Review, Volume 127, Issue S1, Page 167-170, Spring 2022.
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  14.  19
    Narrative, Memes, and the Prospect of Large Systems Change.Sandra Waddock - 2018 - Humanistic Management Journal 3 (1):17-45.
    Efforts to reorient narratives about today’s socio-economic systems along humanistic or eco-friendly lines are built on core units of culture called memes. This paper explores the memes used by progressive socio-economic initiatives to assess whether they are consistently and powerfully deployed, using the aspirational statements of 126 different initiatives, sorted into nine categories. The memes used by these initiatives demonstrate lack of consistency and lack of potentially resonant memes overall. Aspirational statements from both progressive and conservative think tanks are then (...)
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  15.  13
    Beyond Built to Last ... Stakeholder Relations in “Built‐to‐Last” Companies.Samuel B. Graves & Sandra A. Waddock - 2000 - Business and Society Review 105 (4):393-418.
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  16.  5
    The Transformational Change Challenge of Memes: The Case of Marriage Equality in the United States.Paul S. Gray, Steve Waddell & Sandra Waddock - 2020 - Business and Society 59 (8):1667-1697.
    This article explores the role of changing memes in large systems change toward marriage equality—popularly referred to as same-sex marriage—in the United States. Using an abbreviated case history of the transformation, the article particularly explores the shifting memes or core units of culture, in this case, word phrases associated with marriage equality over time, influencing the social change process. Using both the case history and the empirical work on memes, the article identifies nine lessons to support others tackling large systems (...)
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  17. Beyond Corporate Responsibility: Implications for Management Development.Sandra Waddock & Malcolm Mcintosh - 2009 - Business and Society Review 114 (3):295-325.
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  18.  11
    Fad and Fashion in Shareholder Activism: The Landscape of Shareholder Resolutions, 1988–1998.Samuel B. Graves, Sandra Waddock & Kathleen Rehbein - 2001 - Business and Society Review 106 (4):293-314.
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  19.  32
    Finding Wisdom Within—The Role of Seeing and Reflective Practice in Developing Moral Imagination, Aesthetic Sensibility, and Systems Understanding.Sandra Waddock - 2010 - Journal of Business Ethics Education 7:177-196.
    This paper explored the linkages among moral imagination, systems understanding, and aesthetic sensibility as related to the emergence (eventually) of wisdom. I develop a conceptual framework that links these capacities to wisdom through the capacity to “see” moral and ethical issues, which I argue is related to “the good”, to see a realistic understanding of systems in which the observer is embedded, or “the true”, and to appreciate the aesthetic qualities associated with a system or situation, or “the beautiful”. The (...)
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  20.  13
    From Individual to Institution: On Making the World Different. [REVIEW]Sandra Waddock - 2010 - Journal of Business Ethics 94 (1):9 - 12.
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  21.  18
    The Emergence of Total Responsibility Management Systems: J. Sainsbury's (Plc) Voluntary Responsibility Management Systems for Global Food Retail Supply Chains.Jennifer Leigh & Sandra Waddock - 2006 - Business and Society Review 111 (4):409-426.
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  22.  27
    Understanding Shareholder Activism: Which Corporations Are Targeted?Kathleen Rehbein, Sandra Waddock & Samuel B. Graves - 2004 - Business and Society 43 (3):239-267.
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  23.  16
    Wisdom and Responsible Leadership: Aesthetic Sensibility, Moral Imagination, and Systems Thinking.Sandra Waddock - forthcoming - Aesthetics and Business Ethics.
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  24.  28
    Business Unusual: Corporate Responsibility in a 2.0 World.Sandra Waddock & Malcolm Mcintosh - 2011 - Business and Society Review 116 (3):303-330.
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  25.  5
    Determining Best Practice in Corporate-Stakeholder Relations Using Data Envelopment Analysis An Industry-Level Study.Catherine Lerme Bendheim, Sandra A. Waddock & Samuel B. Graves - 1998 - Business and Society 37 (3):306-338.
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  26.  6
    Dignity, Wisdom, and Tomorrow's Ethical Business Leader.Donna Hicks & Sandra Waddock - 2016 - Business and Society Review 121 (3):447-462.
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  27.  19
    How Do You Measure Corporate Citizenship?Samuel P. Graves, Sandra Waddock & Marjorie Kelly - 2001 - Business Ethics: The Magazine of Corporate Responsibility 15 (2):17-17.
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  28.  6
    Transforming Economics Values Toward Life: From Heterodoxy to Orthodoxy.Sandra Waddock - 2022 - Business Ethics, the Environment and Responsibility 31 (1):274-280.
    Business Ethics, the Environment & Responsibility, EarlyView.
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  29.  4
    Quantum Worldviews: How science and spirituality are converging to transform consciousness for meaningful solutions to wicked problems.Chris Laszlo, Sandra Waddock, Anil Maheshwari, Giorgia Nigri & Julia Storberg-Walker - 2021 - Humanistic Management Journal 6 (3):293-311.
    This article focuses on the concept of worldviews, arguing that a change in managerial worldviews is the key lever for addressing the social and global challenges facing humanity. We draw from a new synthesis of science and spirituality, with the addition of “other ways of knowing” that go beyond rational-empirical analysis, to suggest that what we call Quantum Worldviews are capable of generating the prosocial and pro-environmental behavior consistent with humanistic management. Using the yin-yang symbol as a metaphor, we suggest (...)
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  30.  7
    Wellbeing Economics Narratives for a Sustainable Future.Sandra Waddock - 2021 - Humanistic Management Journal 6 (2):151-167.
    There is increasing attention to the idea of bringing about what is termed a wellbeing economy, and recognition that a coherent story or narrative is important in countering the strength of today’s dominant economic narrative--neoliberalism. Yet there has been relatively little consensus on what such an idea might mean in practice, despite the proliferation of many different initiatives attempting to bring such an economy about. Many of these initiatives have allied with an aggregator called WEAll, the Wellbeing Economy Alliance. In (...)
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  31.  47
    A Developmental and Systemic Perspective on Frederick’s “The Evolutionary Firm and Its Moral (Dis)Contents”.Sandra A. Waddock - 2004 - The Ruffin Series of the Society for Business Ethics 2004:189-199.
    These comments on Frederick’s “The Evolutionary Firm and Its Moral (Dis)Contents” focus on two dominant themes to provide a more optimistic perspective on Frederick’s conclusions. First is the need to take a systemic orientation at the societal and ecological levels to gain a perspective on ecologizing rather than economizing. Second, is the need to take a developmental perspective, on the assumption that evolution is still occurring, and that what may be needed to get humankind to the systemic/ecologizing orientation is a (...)
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  32.  45
    Comments On “Stakeholder Value Equilibration and the Entrepreneurial Process,” by S. Venkataraman.Sandra Waddock - 2002 - The Ruffin Series of the Society for Business Ethics 2002:163-173.
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  33. The Bottom-Line Benefits of Doing Well and Doing Good.Neil Smith & Sandra Waddock - 1998 - Proceedings of the International Association for Business and Society 9:683-694.
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  34. Assessing the Link Between Corporate Governance and Social/Financial Performance.Sandra A. Waddock & Samuel B. Graves - 1999 - Proceedings of the International Association for Business and Society 10:429-440.
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  35. Business and Public Education.Sandra A. Waddock - 1991 - Proceedings of the International Association for Business and Society 2:1597-1620.
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  36. Creating Corporate Accountability.Sandra Waddock - 2002 - Proceedings of the International Association for Business and Society 13:171-180.
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  37. Good Management and Good Stakeholder Relatione.Sandra A. Waddock & Samuel B. Graves - 1996 - Proceedings of the International Association for Business and Society 7:1207-1218.
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  38. Many Futures, Many Voices, Many Scholarships.Sandra Waddock - 1998 - Proceedings of the International Association for Business and Society 9:635-646.
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  39. Taking Stock of SIM: Social Issues in Management Division of the Academy of Management.Sandra Waddock - 2019 - Business and Society 58 (7):1426-1447.
    This essay articulates two aspects of a changing Social Issues in Management Division of the Academy of Management. First, the essay highlights the ways in which SIM’s central focus has shifted and changed over the years. Then, it briefly looks at the forces that are currently shaping SIM within AOM, particularly in spreading what used to be the central core of SIM throughout AOM, and discusses some of the implications of this shift. This devolution of content suggests the need for (...)
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  40. Voluntary Responsibility Management in Global Supply Chains.Sandra Waddock, Jennifer Leigh & Charles Bodwell - 2002 - Proceedings of the International Association for Business and Society 13:187-195.
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  41.  30
    How the List is Put Together.Samuel P. Graves, Sandra Waddock & Marjorie Kelly - 2003 - Business Ethics: The Magazine of Corporate Responsibility 17 (1):10-10.
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  42.  20
    Business in Society at the Crossroad.Sandra Waddock, Shawn Berman, Jerry M. Calton, Dawn R. Elm, Colin Higgins & David Wasieleski - 2016 - Proceedings of the International Association for Business and Society 27:245-255.
    This workshop reflected on the current state of the Business and Society field and explored viable future directions for research in its related disciplines. The premise was that the field has reached a crossroads in its development, in accordance with the conference theme. To move forward, academic stakeholders should reassess the field’s identity and purpose to continue contributing meaningful work. The field could reframe itself as “Business in Society” to reflect the fact that organizations operate within a social and ecological (...)
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  43.  23
    Getting There.Samuel P. Graves, Sandra Waddock & Marjorie Kelly - 2002 - Business Ethics: The Magazine of Corporate Responsibility 16 (2):13-13.
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  44.  18
    On the Trail of the Best Corporate Citizens.Sandra Waddock, Samuel P. Graves & Marjorie Kelly - 2000 - Business Ethics: The Magazine of Corporate Responsibility 14 (2):17-17.
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  45.  11
    What Does Corporate Responsibility Mean in a Trumpian World?Nancy B. Kurland, Sandra Waddock, Dawn Elm, Jamie Hendry, John Hulpke & Cubie Lau - 2017 - Proceedings of the International Association for Business and Society 28:146-151.
    In this symposium, presenters discussed the challenges Donald Trump’s presidency has wrought on democracy, the natural environment, justice, and everything else liberals hold dear. Presenters further observed that the corporations, local and state governments, non-governmental organizations, and others have begun to fill the gap to address issues of climate change and responsibility in general. Following the short presentations, we engaged in a lively plenary discussion. Themes raised centered on understanding why Trump happened and what change he represents; how corporations are (...)
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  46.  15
    Business Ethics Quarterly: Accountability In A Global Economy: The Emergence of International Accountability Standards to Advance Corporate Social Responsibility.Dirk Ulrich Gilbert, Andreas Rasche & Sandra Waddock - 2008 - Business Ethics Quarterly 18 (1):148-150.
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  47.  9
    Reflections on Business in Society.Sandra Waddock, Dawn R. Elm, Jerry M. Calton, Dima Jamali, Colin Higgins & David Wasieleski - 2017 - Proceedings of the International Association for Business and Society 28:324-335.
    This workshop asked: How does business in society move beyond the ambition to develop excellent scholarship that helps make the world a better place to impact? The narrowness of current assessment criteria for ‘impact’ is becoming increasingly evident and criticized. Simultaneously, social media, blog outlets, easy-to-make and post videos and audios, and other means of communicating beyond scholarly audiences have become more prominent. We raised some of the following questions: How can and should, if at all, we as a field (...)
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  48.  17
    Finding the Courage to Teach From the Heart: A Wisdom Circle Journey of Exploration.Jerry Calton, Steve Payne & Sandra Waddock - 2006 - Proceedings of the International Association for Business and Society 17:283-285.
    This interactive teaching workshop explored what it means to “teach from the heart.” It adopted the format of the wisdom circle to ask participants to share peak teaching experiences so that they could reflect on what their stories reveal about their inner selves as teachers. The hope was that, by learning how to speak with their “authentic” voices, participants could gain the insight and courage needed to better connect with their students as co-learners.
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  49.  6
    The Good, The Bad, and the Activists.Sandra Waddock, Samuel B. Graves & Kathleen Rehbein - 2001 - Proceedings of the International Association for Business and Society 12:517-526.
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  50.  29
    Corporate Citizenship: The Dark-Side Paradoxes of Success.Sandra Waddock - 2005 - Proceedings of the International Association for Business and Society 16:184-189.
    This paper explores what we can call the paradox of corporate citizenship, that is, it explores the paradoxical dark underbelly created by strategic success in corporations and their efforts to implement voluntary corporate social responsibility initiatives to demonstrate their good corporate citizenship. In this exploration, we will look at the tensions of corporate citizenship and responsibility that are created not when there are crises, scandals, or misdeeds, but when the very success of the company’s strategy is itself the source of (...)
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