This study contributes to the corporate social responsibility, stakeholder theory, and executive succession literature by examining the effect of corporate social irresponsibility on strategic leadership turnover. We theorize that firms’ CSiR increases the likelihood of executive turnover. We also investigate the nature of succession and successor origin following CSiR. We further examine how the CSiR–CEO succession relationship is moderated by firm visibility to stakeholders and industry dynamism. Our results, based on a dataset of 248 U.S. public firms between 2001 and (...) 2008, provide evidence that firms’ CSiR affects what is conventionally seen as primarily a market-driven decision on executive turnover, especially when firms operate in a more dynamic industry. Research contributions and implications are discussed. (shrink)

Prior research showed that corporate divestitures could help firms restore their strategic controls and long-term focus. This suggests that divestiture activities may have implications for firms’ commitment to corporate social responsibility following divestitures. Drawing from the attention-based view of the firm, we examine this underexplored yet important research question. We propose that firms’ divestiture scale is positively associated with their commitment to post-divestiture CSR. However, this relationship is weakened among firms facing pre-restructuring financial decline and selling more related businesses, but (...) strengthened among divesting firms with a new CEO. Using a longitudinal dataset of U.S. firms, we found support for most of our hypotheses. These findings suggest that corporate divestitures may offer a meaningful path to stakeholder value creation through better CSR performance. (shrink)

In order to usurp the Party, seize power and restore capitalism, the Wang-Chang-Chiang-Yao anti-Party clique has turned out counterrevolutionary opinions in the ideological realm. They have tried in every way to distort and revise history and have fabricated the "struggle between the Confucianists and the Legalists" in history. They have confounded different social contradictions and have replaced the class struggle with the "struggle between the Confucianists and the Legalists" and the antagonism within the landlord class with the "line struggle." To (...) them, Legalists were always "progressive" and "innovative" while Confucianists always "represented the forces of restoration." They have tried their best to glorify emperors, kings, generals and ministers in history, to praise Legalists as "saviors," to cover up the Legalists' nature as an exploiting class, to call for metaphysics and the idealist viewpoint of history, and to turn out revisionist fallacies. Because important changes took place in the Confucian and Legalist schools during the periods of the Western and Eastern Han dynasties, the "Gang of Four" and the writers in its service have showed a great interest in histories of the dynasties and have published a series of articles on the so-called "struggle between the Confucianists and the Legalists." In the current struggle against the "Gang of Four," it is of great practical significance to review the changes in the Confucian and Legalist schools and their roles and class nature during the Han dynasties, to criticize and expose the criminal clique's counterrevolutionary political intrigues and plots, and to clarify the historical facts confused by the "Gang of Four.". (shrink)

Background Relational autonomy is an alternative concept of autonomy in which an individual is recognized as embedded into society and influenced by relational factors. Social context, including social location, political structure, and social forces, significantly influence an agent to develop and exercise autonomy skills. The relational approach has been applied in clinical practice to identify relational factors impacting patient autonomy and decision-making, yet there is a knowledge gap in how these factors influence the demonstration of relational autonomy in the context (...) of medical decisions of adults. Objective The present study targeted the existing knowledge of what and how relational factors impact individuals making medical decisions using the theoretical framework of relational autonomy. Methods A meta-synthesis study was utilized. Four electronic databases, including Embase, OVID Medline, CINAHL, and PubMed, were searched, along with gray literature and reference lists, to identify relevant studies. Results 23 studies reporting 21 qualitative and two mixed-method studies were reviewed. Four themes emerged from the qualitative findings: (1) supportive relationships facilitate an individual’s relational autonomy; (2) obtaining comprehensive information from broader sources helps individuals exercise relational autonomy; (3) undue family pressure impedes the exercising of patient relational autonomy; and (4) healthcare providers’ dominant voice hampers the demonstration of relational autonomy. Conclusions Applying relational autonomy to assist adults in making well-considered decisions is essential. The meta-synthesis suggests establishing a supportive relationship between individuals, healthcare providers, and family. A supportive relationship will allow healthcare providers to make judgments in line with an individual’s values and wishes with the aim of promoting relational autonomy. Advance care planning was proposed as the effective solution to obtain a consensus between individuals and their families while respecting an individual’s values and preferences. Furthermore, it is considered crucial for healthcare providers to appreciate an individual's values and incorporate their preferences into recommendations. (shrink)

This study examines the influence of three components of corporate social responsibility on team performance. In the proposed model of this study, team performance is indirectly affected by three dimensions of perceived corporate citizenship (i.e., economic, legal, and ethical citizenship) via the mediation of team efficacy and team self-esteem. Surveying members of 172 teams confirms most of our hypothesized effects. Our results show that economic citizenship influences team performance via the mediation of both team efficacy and team self-esteem. However, legal (...) citizenship influences team performance via team efficacy alone, whereas ethical citizenship influences team performance only via team self-esteem. We discuss the theoretical and managerial implications of our findings. (shrink)