This paper examines the motivations for business involvement with the Arts via interviews with arts organisations and businesses. It then examines these motivations in the light of existing theories for corporate philanthropy. The research finds that four dominant issues emerge - marketing, reputation, staff involvement and community involvement. All but two firms start from a business motivation, which may be either marketing led or licence to operate. The paper concludes by arguing that in this field there is no evidence of philanthropy, the giving may be strategic but it is not philanthropic.

Corporate philanthropy is different than other forms of corporate social behavior because it is discretionary while economic, legal, and ethical responsibilities are clearly mandatory. This paper summarizes empirical research on corporate philanthropy through the lens of discretionary behavior. Research has shown how the CEO’s discretion in decision making, due to such factors as personal values or corporate governance structures, is related to firm donations. More recent studies are investigating the role of organizational slack (i.e., discretionary resources) in charitable giving. The authors conclude by calling for future research on environmental constraints (environmental munificence and dynamism, business exposure) and corporate philanthropy, given that such environmental constraints would apparently affect discretionary behavior.

In their 2002 paper introducing the concept of global business citizenship (GBC), Logsdon & Wood contrast GBC with the concepts of corporate social responsibility (CSR) and corporate citizenship (CC). In this project, we were interested in learning whether the international standards and codes being developed in a variety of settings were more likely to illustrate CSR, CC, or GBC. Five well-known global standards of corporate conduct were content-analyzed: the Global Sullivan Principles, The Caux Round Table Principles for Business, SA8000, OECD Guidelines for Multinational Enterprises, and the Global Compact. The analysis was based on information available on the Internet provided by the institutions responsible for the standards. The focus of this study was on the identification of characteristics of the concepts of CSR, CC, and GBC in the five global standards.

Modem approaches take corporate governance as a form of poieisis, emphasizing codes, structures and processes. For Aristotle, corporate governance is a form of praxis, where the virtues of the ruler are more important.

This paper proposes an alternative approach to incorporating corporate social responsibility (CSR) and sustainability in business practice. An alternative business model is proposed that draws on the economics of sustainability rather than using neoclassical economic theory as the underlying economic model, thus incorporating principles of CSR and sustainability at the heart of the business model.

Naming rights agreements (NRAs), especially for stadiums and arenas (SNRAs), have become an integral part of sports, commerce, and government in North America over the last twenty years. While the intentions of SNRAs may be laudable, the results suggest that such agreements may be a misuse of corporate funds that results in poor corporate social performance (CSP) for the majority of stakeholders. We propose that NRAs may be a leading indicator of corporate economic and social performance for organizations, and that SNRAs carry a high degree of risk.

This paper deals with the topic of measurement of Corporate Social Performance. It is an area that has been neglected. We propose the use of what we term Corporate Social Profiling as a methodology for measuring CSP.

The author proposes a progressive theory of corporate citizenship responsibilities. The theory explicitly functions as a conceptual safeguard against certain arguably suspect aspects of the new citizenship practices construct. A key rationale for the new notion of corporate citizenship is that it will prove more managerially practical and less controversial than the allegedly defective corporate social responsibility construct it succeeds. This paper urges skepticism concerning such practicality and defect arguments. Enron’s misconduct illustrates the case for caution in this regard.

This symposium is based on an edited book of the same name due out in the Fall of 2003 from JAI Press. All of the contributions in this volume relate closely to the theme of the conference on the emergence and evolution of institutions in business and society. Our purpose with the symposium was to showcase some of this new research concerning the increasing strategic importance of environmental concerns within the multinational firm, and to explore the implications of corporate environmental strategy on public policy.

We surveyed business students in the U. S. (n-256) and Chile (n=3IO). The survey included measures drawn from studies of pro-environmental behavior using Schwartz's norm activation theory (Schwartz, 1977), the theory of reasoned action (Ajzen & Fishbein, 1980), and a values-beliefs-norms model created by Stem, Dietz, Abel, Guagnano, and Katof (1999). Our results show Chilean business students as more altruistic than business students in the Untied States and the Chilean students felt stronger pressures from their peers to engage in pro-environmental behaviors. Chilean business students also expressed higher levels of awareness of environmental problems, a greater sense of obligation to protect the environment, a stronger willingness to limit property rights, and stronger intentions to engage in pro-environmental behavior.

In the 1990s there was an explosion of experimental technical assistance programs at the national, state and local levels. These programs were designed to promote compliance (for those firms that needed to comply) and pollution prevention. Promoting the adoption of environmentally friendly technologies in small firms, however, has been difficult. The goals of this paper are to examine how environmental programs in the U.S. for small businesses have evolved over the past two decades and to begin to explore the effectiveness of these programs from the perspective of small companies.

This article links the contributions of institutional theory with the analysis of power differentials between actors in an organizational field. Organizations vie for power in the societal, policy and project dimension. Power relations are examined in the global climate change policy arena where the institution of providing technology transfer through a model of foreign aid is being challenged by the proto-institution of allotting projects through a venture capital investment model. The paper discusses the shift in power differentials in order to expose whose interests this institutional change is furthering.

Expansion of the market for natural chewing gum would help efforts to boost the sustainability of the tropical forest in Quintana Roo, Mexico and to support indigenous workers. The three companies that have developed natural chewing gums for the market in the United States have used marketing approaches that emphasize sustainability in varying degrees. These companies do not have a good understanding of the values most appealing to green consumers (those who prefer to buy natural or organic products or products produced by methods that promote sustainability), as is shown by the fact that they have not yet emphasized the health qualities that could be associated with a chewing gum product based on chicle, a natural product. Since most consumers do not realize that conventional chewing gums contain petroleum or plastic, there is a possibility for growth in the market emphasizing health aspect of natural chewing gum.

This empirical paper found that 71 undergraduate business students in Hong Kong with higher levels of general managerial motivation and five of seven subscales of motivation to manage were more likely to demonstrate higher managerial role- related ethical orientations as compared with their less managerially motivated counterparts. Discussion of implications and study limits are provided.

With the drastic changes in political, social, and economic systems in Russia came the need for changes in education and training. Under the previous government educational institutions were primarily directed toward scientific and technological disciplines, at which the Soviets excelled. Current needs have moved toward the more pragmatic business disciplines of management, marketing and finance. The somewhat stoic institutions of higher education in Russia are reacting to changes largely driven by student expectations and outside political influences, and being supplemented with various sources of independently organized and sponsored business training programs. Not surprisingly these programs, while delivering needed business skills have largely ignored issues of corporate social responsibility.

This paper describes and examines the story of an entrepreneurial firm concentrated on electronic manufacturing services. The company was operating in a small rural village in Finland. A rocket-like growth created worldwide attention and attracted larger corporations. An acquisition followed soon. After the acquisition by a MNC the development gradually turned to a downsizing slide. The paper discusses the drastic consequences of MNC management at that level from the local stakeholders’ point of view and challenges the praised effects of globalization and shareholder value thinking.

The global operating environment is global as never before. While the operating environment of global business is being radically transformed, the development of effective socio-political dynamics and government policies to deal with it lags behind. This paper examines government governance of markets in light of three dynamics: 1) the need for government governance of markets, 2) the mechanisms of government governance of markets and 3) the continual and dynamic transformations of government governance of markets.

In this article, we present a field-based model of organizational legitimacy. The theoretical background draws on both management literature and sociology. The preliminary model that guided our work rests on four theoretical traditions: institutionalist, stakeholder, negotiated order and impression management theories. Our empirical study, conducted in the specific context of a professional corporation, led us to a fully-developed model, which we call the “Synthetic Model of Organizational Legitimacy”.Many authors have mentioned the importance of preserving an organization's legitimacy in order for it to survive. The concept lies at the heart of the relationship between the organization and its stakeholders. However, it is still not well defined, is understudied, and is usually discussed in very abstract terms. One major shortcoming is that little empirical work has been conducted on this construct in management. Another is that little is known about how organizations manage the various dimensions of their legitimacy. In presenting our field-based model, we contend that the construct integrates several other intangibles and loosely-defined concepts such as organizational identity, reputation, credibility, and ultimately trustworthiness. It therefore helps to add some coherence to a still unbounded field.Two concepts need to be captured in the study of organizational legitimacy. One - legitimacy, is structural, and the other - legitimation, is a dynamic process.

Since Freeman’s (1984) work on stakeholder theory, many authors have suggested that resource dependence theory provides a useful lens through which to view firm-stakeholder relationships (Froooman, 1999; Mitchell, Agle, & Wood, 1997; Rowley, 1997). Frooman (1999) was most explicit about the link he saw between the two theories, providing a typology of strategies for shifting firm actions toward those favored by the particular stakeholder group. Frooman (1999) was looking at firm-stakeholder problems from a stakeholder perspective, theorizing how stakeholders might influence firm decision-making. The current research looks at firm- stakeholder issues from the firm perspective. To that end, we develop three hypotheses based on Boyd’s (1990, 1995) operationalization of the three dimensions of uncertainty in the operating environment identified by Dess and Beard (1984): munificence, dynamism, and power. In the final study, we estimate ten different regression models using a different measure of stakeholder performance as the dependent variable in each model. The aim of this work is an understanding of the stakeholders to whom managers perceive as more “salient” (in Mitchell et al.’s terminology). Based on preliminary data, we do not find unqualified support for a resource dependence perspective, but environmental uncertainty is consistently a significant factor in explaining stakeholder performance levels.