A Stakeholder Approach to Corporate Social Responsibility by unknow

Author:unknow
Language: eng
Format: epub
Publisher: Taylor & Francis Group
Published: 2012-08-15T00:00:00+00:00

Notes

1 Jones, M. and Fleming, P. (2003), “Unpacking complexity through critical stakeholder analysis: the case of globalization”, Business and Society, vol. 42, no. 4, pp. 430–454.

2 Crane, A. and Matten, D. (2010), Business Ethics, Oxford University Press, Oxford.

3 Bhattacharya, C.B., Korshun, D. and Sen, S. (2009), “Strengthening stakeholder company relationships through mutually beneficial corporate social responsibility initiatives”, Journal of Business Ethics, vol. 85. no. 2, pp. 257–272; Gond, J.-P., El Akremi, A., Igalens, J. and Swaen, V. (2010), “A corporate social performance—corporate financial performance behavioural model for employees”. In C. Bhattacharya, D. Levine, C. Smith and D. Vogel (eds), Corporate Responsibility and Global Business: Implications for Corporate and Marketing Strategy, Cambridge University Press, Cambridge, pp. 13–48.

4 Greening, D.W. and Turban, D.B. (2000), “Corporate social performance as a competitive advantage in attracting a quality workforce”, Business and Society, vol. 39, no. 3, pp. 254–280; Turban, D.B. and Greening, D.W. (1996), “Corporate social performance and organizational attractiveness to prospective employees”, Academy of Management Journal, vol. 40, no. 3, pp. 658–672.

5 Peterson, D.K. (2004), “The relationship between perceptions of corporate citizenship and organizational commitment”, Business and Society, vol. 43, no. 3, pp. 269–319; Preuss, L., Haunschild, A. and Matten, D. (2009), “The rise of CSR: implications for HRM and employee representation”, International Journal of Human Resource Management, vol. 20, no. 4, pp. 975–995; Collier, J. and Esteban, R. (2007), “Corporate social responsibility and employee commitment”, Business Ethics: A European Review, vol. 16, no. 1, pp. 19–33.

6 Rupp, D.E., Gananpathy, J., Aguilera, R.V. and Williams, C.A. (2006), “Employees’ reactions to corporate social responsibility: an organizational justice framework”, Journal of Organizational Behaviour, vol. 27, no. 4, pp. 537–543; Wittenberg, J., Harmon, J., Russel, W.G. and Fairfield, K.D. (2007), “HR’s role in building a sustainable enterprise: insights from some world’s best companies”, Human Resource Planning, vol. 30, no. 1, pp. 10–20.

7 Towers Watson (2008), “Corporate social responsibility: no longer an option”, http://www.towersperrin.com/tp/showdctmdoc.jsp?url=Master_Brand_2/USA/News/Spotlights/2008/2008_07_30_Spotlight_Corporate_Social_Responsibility.htm.

8 Bhattacharya, C.B., Sankar, S. and Korschun, D. (2008), “Using corporate social responsibility to win the war for talent,” MIT Sloan Management Review, vol. 49, no. 2, pp. 37–44.

9 Fleming, P. and Sturdy, A. (2009), “Just be yourself! Towards neo-normative control in organizations?”, Employee Relations, vol. 31, no. 6, pp. 569–583.

10 Kuhn, T. (2006), “A demented work ethic and a ‘lifestyle firm’: discourse, identity, and workplace time commitments”, Organization Studies, vol. 27, no. 9, pp. 1339–1358.

11 Fleming, P. (2009), Authenticity and the Cultural Politics of Work, Oxford University Press, Oxford.

12 Whyte, W. (1956), Organization Man, Simon and Schuster, New York.

13 Fleming, 2009, op. cit.

14 Kunh, 2006, op. cit.

15 Land, C. and Taylor, S. (2010), “Surf’s up: life, balance and brand in a new age capitalist organization”, Sociology, vol. 44, no. 3, pp. 395–413.

16 Hochschild, A. (1997), The Time Bind: When Work Becomes Home and Home Becomes Work, Henry Holt, New York.

17 Blowfield, M. and Murray, A. (2008), Corporate Social Responsibility: A Critical Introduction, Oxford University Press, Oxford.

18 Blowfield and Murray, 2008, op. cit., p. 110.

19 Svendsen, L. (2008), Work, Acumen, Durham.

20 Brammer, S. (2006), “The feel good factories”, The Guardian, 21 January www.

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