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  1.  69
    Corporate social responsibility and organizational effectiveness: A multivariate approach. [REVIEW]Shaker A. Zahra & Michael S. LaTour - 1987 - Journal of Business Ethics 6 (6):459 - 467.
    In this paper, three major themes in research on corporate social responsibility (CSR) are identified. Of particular interest, however, is the potential link between CSR and organizational effectiveness (OE). Data collected from 410 college graduate and undergraduate students were used to examine this relationship. Using factor analysis, eight dimensions of CSR and three components of OE were extracted. Canonical analysis was then performed. The result supports the proposition that specific CSR practices affect select OE outcomes. In addition, the method employed (...)
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  2.  6
    Family Firms’ Religious Identity and Strategic Renewal.Sondos G. Abdelgawad & Shaker A. Zahra - 2020 - Journal of Business Ethics 163 (4):775-787.
    We examine the role of religious identity in promoting strategic renewal in privately held founder family firms. Religious identity in these firms refers to their collective sense of being that reflects their founders’ and owner family members’ espoused religious values and beliefs, thereby distinguishing themselves from others in what is central, distinct, and enduring about their organization. We propose that such a religious identity determines family firms’ spiritual capital, which influences strategic renewal activities such as conflict resolution and resource allocation. (...)
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  3.  3
    Family Firms’ Religious Identity and Strategic Renewal.Sondos G. Abdelgawad & Shaker A. Zahra - 2020 - Journal of Business Ethics 163 (4):775-787.
    We examine the role of religious identity in promoting strategic renewal in privately held founder family firms. Religious identity in these firms refers to their collective sense of being that reflects their founders’ and owner family members’ espoused religious values and beliefs, thereby distinguishing themselves from others in what is central, distinct, and enduring about their organization. We propose that such a religious identity determines family firms’ spiritual capital, which influences strategic renewal activities such as conflict resolution and resource allocation. (...)
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  4.  25
    Executive values and the ethics of company politics: Some preliminary findings. [REVIEW]Shaker A. Zahra - 1989 - Journal of Business Ethics 8 (1):15 - 29.
    A model of correlates of executives' views of organizational politics was presented. The model incorporated three sets of variables: executives' background, values and attitudes. Data collected from 302 managers were used to validate the model. The results showed that precursors of executive perceptions of the ethics and effect of company politics were different. Values were stronger than background variables in explaining executives' views of company politics.
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  5.  23
    Background and work experience correlates of the ethics and effect of organizational politics.Shaker A. Zahra - 1985 - Journal of Business Ethics 4 (5):419 - 423.
    Empirical studies exploring managerial views of organizational politics (OP) are scarce. Furthermore, the literature is replete with inconsistent results regarding the correlates of OP. In this paper, data collected from 302 managers were used to examine the association between seven background and work experience variables and managerial attitudes regarding the ethics, locus, affect of OP on the organization, and the motives behind political maneuvering in the workplace. The results, however, show that association between managers' background and work experience factors and (...)
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  6.  88
    Unethical practices in competitive analysis: Patterns, causes and effects. [REVIEW]Shaker A. Zahra - 1994 - Journal of Business Ethics 13 (1):53 - 62.
    Scholars and executives have expressed concern over the growing frequency of unethical practices in companies'' conduct of competitive analysis — the process by which a firm gathers, analyzes, and interprets data about its rivals. This article reports the results of an exploratory study of 137 senior executives'' perceptions of unethical competitive analysis practices, their causes, and their potential effect on industries, companies and individuals. The article discusses the implications of the results for developing guidelines to safeguard against ethical violations in (...)
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  7.  17
    Organizational politics and the strategic process.Shaker A. Zahra - 1987 - Journal of Business Ethics 6 (7):579 - 587.
    In this paper the relationship between organizational politics (OP), and company strategy and performance was explored. Data were collected from 55 manufacturing firms. Controlling for company assets and industry type, OP intensity was associated with various stages of the strategic process. In addition, it was negatively associated with overall company performance. These results were corroborated by canonical analysis. Another important finding was that the stage of company evolution moderates the OP-strategic process relationship. Finally, future research directions and implications for managerial (...)
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