11 found
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  1. Measurement of Corporate Social Action.James E. Mattingly & Shawn L. Berman - 2006 - Business and Society 45 (1):20-46.
    The contribution of this work is a classification of corporate social action underlying the Social Ratings Data compiled by Kinder Lydenburg Domini Analytics, Inc. We compare extant typologies of corporate social action to the results of our exploratory factor analysis. Our findings indicate four distinct latent constructs that bear resemblance to concepts discussed in prior literature. Akey finding of our research is that positive and negative social action are both empirically and conceptually distinct constructs and should not be combined in (...)
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  2.  29
    What We Talk About When We Talk About Stakeholders.Heather Elms, Shawn L. Berman, Hussein Fadlallah, Robert A. Phillips & Michael E. Johnson-Cramer - 2022 - Business and Society 61 (5):1083-1135.
    Will stakeholder theory continue to transform how we think about business and society? On the occasion of this journal’s 60th anniversary, this review article examines the journal’s role in shaping stakeholder theory to date and suggests that it still has transformative potential. We conducted a bibliometric analysis of co-citations in the literature from 1984 to 2020. Reporting these results, we examine the field’s evolving structure. Contextualized theoretically as an accomplishment of institutional work—the creation of a meaningful and innovative field ideology—this (...)
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  3.  26
    Stakeholder Theory: Seeing the Field Through the Forest.Michael E. Johnson-Cramer & Shawn L. Berman - 2019 - Business and Society 58 (7):1358-1375.
    Does stakeholder theory constitute an established academic field? Our answer is both “yes” and “no.” In the more than quarter-century since Freeman’s seminal contribution in 1984, this domain has acquired some of the administrative, social, and disciplinary trappings of an established field. Stakeholder research has coalesced around a unique intellectual position: that corporations must be understood within the context of their stakeholder relationships and that this understanding must grow out of the interplay between normative and social scientific insights. Yet, much (...)
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  4.  27
    Stakeholder Capability Enhancement as a Path to Promote Human Dignity and Cooperative Advantage.Michelle K. Westermann-Behaylo, Harry J. Van Buren & Shawn L. Berman - 2016 - Business Ethics Quarterly 26 (4):529-555.
    ABSTRACT:Promoting dignity is at the heart of the human capability approach to development. We introduce the concept of stakeholder capability enhancement, beginning with a discussion of the capability approach to development proposed by Sen (1985) and further advanced by Nussbaum (1990) to incorporate notions of dignity. Thereafter follows a review of the literature on value creation stakeholder management and convergent stakeholder theory (Freeman, 1984; Freeman, Harrison, Wicks, Palmer, & DeColle, 2010; Harrison & Wicks, 2013; Jones & Wicks, 1999), as the (...)
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  5.  35
    Corporate Social Performance and Economic Cycles.Jeffrey S. Harrison & Shawn L. Berman - 2016 - Journal of Business Ethics 138 (2):279-294.
    Do firms respond to changes in economic growth by altering their corporate social responsibility programs? If they do respond, are their responses simply neglect of areas associated with corporate social performance or do they also cut back on positive programs such as profit sharing, public/private housing programs, or charitable contributions? In this paper, we argue that because CSP-related actions and programs tend to be discretionary, they are likely to receive less attention during tough economic times, a result of cost-cutting efforts. (...)
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  6.  40
    The Effects of Context on Trust in Firm-Stakeholder Relationships: The Institutional Environment, Trust Creation, and Firm Performance.Andrew C. Wicks & Shawn L. Berman - 2004 - Business Ethics Quarterly 14 (1):141-160.
    Abstract:Recent work on the subject speaks to the importance trust has for firm performance (e.g., Hagen and Choe, 1999; Hill, 1995). Yet little work has been done to show how context affects the ability of firms to create trust in relationships with key stakeholders. This paper looks at how the institutional environment may affect the performance of different strategies for managing firm-stakeholder relationships, and in turn, how this affects firm performance. The authors put forward propositions that build on these theoretical (...)
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  7.  27
    Assessing the effect of government surveillance on firm supererogation: The case of the U.S. automobile industry.David E. Cavazos, Matthew Rutherford & Shawn L. Berman - 2018 - Business Ethics: A European Review 27 (2):156-163.
    This study builds on prior research investigating the antecedents of firm supererogation. Examining vehicle recalls in the U.S. automobile industry from 1966 to 2010 reveals that surveillance-based government enforcement programs can have widespread industry effects on a specific type of supererogatory action, firm volunteerism. Specifically, increases in government surveillance are associated with firms going beyond what is legally required of them by initiating voluntary product recalls for defects not covered in existing government regulation. Such effects are shown to be unique (...)
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  8.  28
    Introduction to the Special Section on Accountability.Shawn L. Berman - 2007 - Business Ethics Quarterly 17 (3):449-452.
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  9. Special Issue on" The Accountable Corporation": Guest Editors' Introduction.Shawn L. Berman & Robert A. Phillips - forthcoming - Business and Professional Ethics Journal.
     
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  10.  19
    (1 other version)Business Obligations for Human Rights.Michelle Westermann-Behaylo, Harry J. Van Buren Iii & Shawn L. Berman - 2011 - Proceedings of the International Association for Business and Society 22:189-201.
    While it is generally assumed that large corporations today give rhetorical support for basic human rights in public relations documents, skepticism continues toarise about the behavior of these firms. Do company actions support their rhetoric? This paper provides the initial analysis of our study of both rhetoric and practice regarding human rights in a small sample of large U.S. firms. At this point in the analysis, UNGC membership does not appear to have much influence on corporate rhetoric, but may be (...)
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  11.  7
    Towards an Organizational View of Genuine Compassion.Michelle Westermann-Behaylo, Harry J. van Buren Iii & Shawn L. Berman - 2011 - Proceedings of the International Association for Business and Society 22:111-122.
    Recent scholarship has suggested that compassion can occur at the organizational level. The definition of “organizational compassion” is particularly problematic because organizations have multiple reasons for engaging in actions that then have effects on various stakeholders. A number of questions regarding organizational compassion thus merit theoretical attention: Are all organizations capable of demonstrating caring and compassion? What factors enable or constrain organizational compassion? In a move toward a more complete understanding of compassion at the organizational level, a continuum of organizational (...)
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