What role do political campaign contributions make in generating and maintaining political capital? Are no-bid contracts awarded to more influential defensecontractors? We explore these questions by conducting a social network analysis of defense contractors and their political campaign contributions to U.S. Representatives and Senators. Using a model of political capital from Rehbein, Schuler, and Doh (2005), we operationalize network ties in terms of political contributions and the relative influence of legislators and defense contractors.

The question that this paper sets out to answer is: How do political processes within the firm structure corporate political strategy? In answering this question thepaper starts to address the research problem of the congruence between processes of consensus building and conflict resolution within the firm and on the other hand corporate attempts to influence political processes taking place outside the firm. The paper argues that power-dependence relations between firm-internal stakeholders are an explanatory factor in examining empirical variation in corporate political behavior.

This paper outlines issues of corporate philanthropy research. Of significant value is that normative prescriptions and non-empirical conceptual models lack thesupport of rigorous empirical research. Moreover, dominant methodological approaches embedded in the positivist tradition lack the depth required inunderstanding managerial involvement in corporate philanthropic programmes. Accordingly, this paper argues for new methodological insights. The research agenda should question the capitalistic nature of corporations, delve deep into management thought and recognise the affect of corporate philanthropy on multiple corporate stakeholders.

The objective of this study is to evaluate empirically a firm’s political relationships with elected officials. A general premise is that firms with certaincharacteristics are in a better position for developing political relationships and gaining benefits from these relationships. We draw upon the resource dependency, resource based, and political strategy choice literatures to consider certain factors that lead firms to seek political relationships with elected officials. We test a model drawing upon measures from each of these areas on a sample of large companies with U.S. operations.

This paper provides an empirical test of a model for the strategic management of stakeholders. More specifically, it provides a methodology that linksstakeholder expectations of business with the strategic expectations of managers. This is achieved by operationalising the idea of bi-directionality in stakeholder research and by applying rigorous statistical data analysis.

One of the more interesting counter-intuitive findings in organizational research is that success breeds failure. This counter-intuitive has been described in termsof core rigidities, core incompetencies, and even the Icarus Paradox. The literature on these topics has concluded that success yields overconfidence and myopia in firms and their managers, and this eventually causes failure. We augment this literature by suggesting that success breeds not only internal pathologies that cause firms to misuse their established resources over time, but also external pathologies that cause firms to lose access to new resources. In particular, success influences stakeholders’ perceptions of firms, causing firms to lose the benefits of underdog status and gain the problems of overlord status. We term this notion that success warps images of the successful, leading to their decline over time, the Helios Paradox, and suggest that dominant firms must counter natural tendencies to succumb to both the Icarus and Helios Paradoxes if they are to remain successful over time.

The influence of externally focused organizational capabilities on the generation of proactive environmental strategies was examined under contingenteffects of uncertainty in the general business environment in 134 North American and European ski resorts. Capabilities of strategic proactivity and continuous innovation were found to be associated with proactive environmental strategies. Managerial perceptions of uncertainty in the general business environment were found to moderate the deployment of the capability of continuous innovation at all levels of uncertainty and stakeholder engagement at low and average levels of uncertainty. The study contributes to the resource-based view by illuminating an important contingency under which these capabilities are likely to be deployed to generate such a strategy.

Sustainable development has been framed as a social issue to which corporations must pay attention because it offers both opportunities and challenges.Although scholars in the environmental strategy field have found that the integration of business and sustainable development can result in competitive advantage, international business scholars argue that it does not increase industrial performance. To integrate these research streams, this paper builds upon the institutional theory attempt to understand strategic options of major multinational corporations (MNCs) that are experiencing sustainable development pressures. This paper also examines the resourcebased view of the firm to understand different patterns of distinctive capabilities that may explain differences in corporate strategies among MNCs experiencing similar institutional pressures. We argue that normative and coercive isomorphism does not occur at the global level because sustainable development is largely a stakeholder-driven issue rather than a broad social issue. However, mimetic isomorphism has explanatorypotential, but since it implies the use of complex and intangible resources, mimetic processes are slow and rare.

I examine the evolution of trade organizations in the southwest from their early manifestation to their present configurations with a particular focus on Trading Posts as socio-cultural and economic exchange organizations. At their inception as general stores they served displaced and remote populations, while at their peak they were social, cultural, and economic hubs connecting various ethnic groups. More recently, they have become non-profit and profit entities, both on- and off-reservation, and tribal government organizations, some of which still incorporate notions of socially responsible business.

A recent literature applies economic reasoning to restrict corporate social responsibility (CSR) to profitable opportunities. The underlying theory of the firmassumes widespread public company ownership and a net positive contribution to social welfare in relatively unfettered markets. This modern economic approach posits strict fiduciary responsibility of agents. Management, in this fiduciary role, should have no CSR discretion beyond the requirements of minimalist laws and customary ethics. Any profitable CSR option can be undertaken. Any unprofitable CSR action is defined as discretionary altruism prohibited to fiduciary agents and recommended against for shareowners acting through the corporate form. The modern economic position shifts all unprofitable social issues into the sphere of public policy—which is then influenced by business on the basis of economic self-interest. There are two points of relaxation in this position. First, a firm may need to practice prudential altruism to forestall more costly action by governments and stakeholders. Second, management must consider productivity effects of employee sentiments about social issues and stakeholders.

Although the theory of moral development is widely used in business ethics research to measure the quality of an ethical decision, there have been ongoingconcerns about certain aspects of the theory. These concerns include questions about the distinctness and sequentiality of the stages, the logic for claiming that the higher levels are morally superior, and the ability of the theory to incorporate the universality of the dominant ethical theories and the particularism of the ethics of care. This paper suggests that many of these concerns can be addressed through recent research, most importantly through the application of the Lectical Assessment System (LAS) (Dawson, 2002, 2003; Dawson, Xie, & Wilson, 2003).

Loyalty, whether moral duty or dangerous attachment, is a cognitive phenomenon — an attitude that resides in the mind of the individual. In this article, weconsider loyalty from a psychological contract perspective – that is, as an individual-level construction of perceived reciprocal obligations. Viewing loyalty in this way helps clarify definitional inconsistencies, provides a finer-grained analysis of the concept, and sheds additional light on the ethical implications of loyalty in organizations. We present a threetiered framework for conceptualizing loyalty which also helps explain apparently intractable paradoxes of loyalty.

Assume that a not-for-profit receives a sizable donation and names a building after the donor. What should the not-for-profit do, when, at a later date, the donorbecomes tainted because of a scandal? This paper outlines a typology of donors and donations, and using stakeholder theory and resource dependency identifies three external factors (cognitive dissonance, multiple stakeholders, and recency) and three organizational factors (economic need, funding guidelines, and commitment) that would entice a NFP to adopt any one of three strategies: return the money and delete the donor’s name; keep the money but delete the donor’s name; or keep the money and the donor’s name on the building.

This paper addresses a gap in knowledge concerning heterogeneity in stakeholder expectations of Corporate Responsibility. Past research concentrates onprioritising stakeholders in groups, such as groups of employees, customers, investors, suppliers, etc. It has, however, been suggested that stakeholders do not consist of homogenous groups, but differ according to individual needs and expectations. A latent class model is proposed as a method to investigate heterogeneity within stakeholder groups and to identify homogenous subpopulations within stakeholder groups who share similar expectations of Corporate Responsibility. Latent Class Analysis is a relatively new method being used for segmentation purposes, applied mainly by research in Sociology and the Social Sciences. The contribution is thus twofold: to identify subgroups of stakeholders with reference to their attitudes to Corporate Responsibility and the application of a research technique not widely used in the Corporate Responsibility field before.