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  1.  66
    The Impact of Corporate Social Performance on a Firm’s Multinationality.Cyril Bouquet & Yuval Deutsch - 2008 - Journal of Business Ethics 80 (4):755 - 769.
    Using panel data of 4,244 company years, we examine whether and how corporate social performance (CSP) affects a firm’s capacity to achieve profitable sales in foreign markets. Based on our extension of instrumental stakeholder theory into the international arena, we hypothesized a U-shaped relationship between CSP and multinationality. Results supported our contention that multinational enterprises (MNEs) need to be substantially committed to social performance objectives if they are to recoup the cost of their CSP investments, and improve their capacity to (...)
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  2.  7
    The Impact of Corporate Social Performance on a Firm’s Multinationality.Cyril Bouquet & Yuval Deutsch - 2008 - Journal of Business Ethics 80 (4):755-769.
    Using panel data of 4,244 company years, we examine whether and how corporate social performance affects a firm's capacity to achieve profitable sales in foreign markets. Based on our extension of instrumental stakeholder theory into the international arena, we hypothesized a U-shaped relationship between CSP and multinationality. Results supported our contention that multinational enterprises need to be substantially committed to social performance objectives if they are to recoup the cost of their CSP investments, and improve their capacity to compete in (...)
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    Compensating Outside Directors with Stock: The Impact on Non-Primary Stakeholders. [REVIEW]Yuval Deutsch & Mike Valente - 2013 - Journal of Business Ethics 116 (1):67-85.
    Two obvious trends in corporate governance include broadening board accountability beyond shareholders’ interests and paying outside directors with equity compensation (stock and stock options). By integrating common agency and instrumental stakeholder theories, we examine the effect of stock compensation on secondary stakeholders and a firm’s participation in social issues, two areas where interests are less aligned with shareholder value. Consistent with our predictions, we found that while stock compensation may be an effective way to align directors’ goals to those of (...)
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  4. Harm Reduction, Solidarity, and Social Mobility as Target Functions: A Rortian Approach to Stakeholder Theory.David Weitzner & Yuval Deutsch - forthcoming - Journal of Business Ethics:1-14.
    Instrumental Stakeholder Theory has begun to suffer from what might be termed “mission drift.” Despite its initial success in creating a foothold for ethics in managerial decision-making, the efficiency arguments which now dominate this research stream have become counterproductive to the original goal of connecting ethics and capitalism. We argue in this paper that the way forward is by re-centering contingency, conversation, and inefficiency in stakeholder theory. To start this process, there needs to be a reckoning of some unintended impacts (...)
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