Corporate Governance: Volume 7 Issue 4

Strapline:

The international journal of business in society
Subject:

Table of contents - Corporate responsibility and strategic management: a special issue from EABIS and SDA Bocconi

Guest Editors: Gilbert Lenssen, Francesco Perrini, Antonio Tencati, Peter Lacy

Integrating corporate responsibility principles and stakeholder approaches into mainstream strategy: a stakeholder‐oriented and integrative strategic management framework

Takis Katsoulakos, Yannis Katsoulacos

The purpose of this article is to establish a strategic management framework that supports the integration of corporate social responsibility principles and stakeholder approaches

8626

Towards strategic stakeholder management? Integrating perspectives on sustainability challenges such as corporate responses to climate change

Ans Kolk, Jonatan Pinkse

The strategic management of corporate sustainability tends to be approached from one theoretical perspective in academic research and publications in mainstream journals

6239

Measuring the business case: linking stakeholder and shareholder value

Lance Moir, Mike Kennerley, David Ferguson

The purpose of this article is to provide a detailed review of how to design and test a framework for assessing the impact of corporate responsibility on firm value.

5333

Towards a dynamic reinterpretation of C(S)R: are corporate responsibility and innovation compatible or contradictory?

Atle Midttun

This paper seeks to explore the interplay between corporate social responsibility and innovation and questions the premise, often underlying EU communications, that the two

4825

Developing a conceptual framework to identify corporate innovations through engagement with non‐profit stakeholders

Sara Holmes, Lance Moir

The pressure on companies to position themselves as responsible corporate citizens has been identified as a key driver of the increase in collaborative relationships between

4172

Using capital transaction due diligence to demonstrate CSR assessment in practice

Franz Knecht, Vera Calenbuhr

In business activities and transactions the focus is often on tangible figures, although “soft” factors are often equally or more important. Environmental and social management

1552

Incorporating CSR and stakeholder management into corporate strategy: a case study of the CAN experience 2002‐2006

Iñaki Vélaz, Alejo José G. Sison, Joan Fontrodona

The purpose of this article is to present how innovations in the social action program of a Spanish savings bank produce strategic changes in the organization.

2367

Stakeholder relations and maintaining the licence to operate: a comparative case study of the Swiss telecommunications industry

Isabelle Kern, Sybille Sachs, Edwin Rühli

In the research project “Good practices of stakeholder view” three firms in the Swiss telecommunications industry were analysed in order to compare their stakeholder involvement

1129

The eras and participants of fair trade: an industry structure/stakeholder perspective on the growth of the fair trade industry

Iain A. Davies

This paper aims to investigate the increased mass‐marketing in the fair trade industry to provide a robust analysis of the industry, participants and growth for use both as a

5602

Corporate responsibility in the Italian banking industry: creating value through listening to stakeholders

Gianna Zappi

This paper aims to offer the Italian Banking Association's view on corporate social responsibility (CSR) as the strategic management of a firm that is multistakeholder‐oriented

2378

The impact of national culture on corporate social performance

Dimo Ringov, Maurizio Zollo

This paper sets out to investigate the effect of differences in national cultures on the social and environmental performance of companies around the world.

10800

The Johnson & Johnson bridge to employment initiative: building sustainable community education partnerships

Michael Bzdak

This paper seeks to demonstrate that a specific business/education partnership model – bridge to employment (BTE) – benefits society by re‐establishing the critical connection

1579

Entrepreneurship for social impact: encouraging market access in rural Bangladesh

Johanna Mair, Ignasi Marti

In many developing countries those living in poverty are unable to participate in markets due to the weakness or complete absence of supportive institutions. This study aims to

2130

SME social performance: a four‐cell typology of key drivers and barriers on social issues and their implications for stakeholder theory

Sophia Maria Kusyk, Josep M. Lozano

Small and medium enterprises (SMEs) are often neglected in the context of business and society theory building. The purpose of this article is to build a model of why SMEs address

3862

Corporate social responsibility in Ireland: barriers and opportunities experienced by SMEs when undertaking CSR

Lorraine Sweeney

The corporate social responsibility (CSR) movement has gathered great momentum over the past number of years and is now regarded as being at its most prevalent. However, there has

9365

Bodega Jiménez‐Landi and Javier Benjumea Chair: the collaborative creation of a strategic stakeholder management approach in a small Spanish enterprise

José Luis Fernández Fernández, Juan Benavides Delgado, Nuria Villagra García

The purpose of this research is to attempt to gain a deeper understanding on small to medium‐sized enterprises (SMEs) and point out some of the most serious barriers for small

1110

“Ethical blowback”: the missing piece in the corporate governance puzzle – the risks to a company which fails to understand and respect its social contract

Thomas Donaldson

The purpose of this article is to discuss the risks to a company that fails to understand and respect its social contract.

2103
Cover of Corporate Governance

ISSN:

1472-0701

Online date, start – end:

2001

Copyright Holder:

Emerald Publishing Limited

Open Access:

hybrid

Editor:

  • Professor Gabriel Eweje