This paper explores industry-level, collective stakeholder action. It argues that when industry stakeholders perceive change to be radically in conflict with their shared beliefs, this motivates them to act collectively at the industry level. The introduction of Cardhu pure malt in the Scotch whisky industry is used here as an illustrative example.

In this study, I seek to contribute to the existing literature on corporate political activity by providing insights into how the content of corporate political strategy evolves over time within a single firm. A basic premise of the study is that the evolution of corporate political strategy is embedded within a broader social context that influences its pace and direction. Empirical evidence is based on a historical single case study of a large scale Finnish industrial conglomerate, Tampella Ltd., covering the time period of 1944–1991. The results of the study show how the contextual forces shape the patterns of corporate political strategy. Moreover, an evolutionary model of intra-firm political strategies is introduced.

As knowledge creation quickly gains importance for globally active corporations, we attempt to combine the advantages of the Stakeholder View with those of the SECI model by Nonaka and Takeuchi. In order to support the mental processes of the stakeholders, we use so-called topic maps to transform implicit into explicit knowledge and to visualize it. The preliminary propositions are illustrated by the case study of Swiss Re.

What is missing in issue analysis is the movement across transnational and arena borders. In this paper we offer an initial theoretical model of cascading arenas, addressing specifically three different arenas: local level (country level in EU, state level in US), regional level (EU & US), and transborder international issues (across trading NAFTA and EU). We note the broad characteristics of these arenas and address the processes by which issues migrate up and down and across such arenas over time, using the genetically modified organisms debate as an illustrative example of this process.

Corporate Reputation (CR) has become an increasingly important topic in the social responsibility literature. In this exploratory study we relate reputation to crisis management by implementing an experimental survey in which respondents indicate how strongly they feel about a potential crisis. Findings reported here indicate that respondents’ reactions to the potential crisis varied according to the industry in which the firm operated.

The purpose of this paper is to investigate the legitimacy-building processes of Social Rating Organizations (SRO) and the role of objects in these processes. SROs have played a key role in the development of SRI in Europe by providing social and environmental rating to financial investors. However, little is known about the processes through which they have acquired their legitimacy, i.e. their ‘right-to-rate’ corporations. We provide here an in-depth empirical analysis of the legitimacy-building process of two European SROs and demonstrate the role played by objects in these processes of legitimacy construction.

This paper is meant to provide a theoretical contribution to the Business and Society field, in line with Pasquero proposition (1996) to develop a constructivist research agenda on Business and Society issues, i.e. an agenda accounting for the dynamics and the socio-cognitive construction of CSR and stakeholder concepts. Among the different theoretical perspectives that may be good candidates to overcome several difficulties related to that lack in the B&S field, wepropose that some of Michel Callon’s sociological works are of particular value. By bringing together those two traditionally separated areas of research, we will try to show how Callon’s concepts may shed new light on B&S traditional research issues, by answering, reformulating research questions or opening new research directions.

The workshop – presented by the director of a new center and the coordinator of an alliance intended to amplify and extend the influence of an established center – focused on the challenges involved in founding, growing, and sustaining centers for business ethics within university business schools. The discussion draws on experience at the Center for Business and Society, Leeds School of Business, University of Colorado, and the Center for Business Ethics, Bentley College and Bentley’s Alliance for Ethics & Social Responsibility.

This paper reports the first stage of our research agenda concerning the factors that influence the appointment of individuals to Canadian boards of directors. This particular study begins our examination of the role of women on boards. We focus on three interrelated aspects: the characteristics of the women who are appointed to boards, the characteristics of the firm that appoints a woman to an all-male board of directors, and the relationship, if any, between female directors and corporate social behaviour. The results of our study indicate that (1) women who are currently of the boards of publicly traded companies in Canada are independent and powerful directors, and (2) the firms that appoint a woman to an all-male board tend to be less socially responsible and have small boards of directors. The paper concludes with indications for where we think our research should now proceed.

This paper develops an empirically grounded, processual view of corporate social performance (CSP) by analyzing how internal organizational processes affect a firm’s social performance. Based on two case studies, we argue that changes in a firm’s social performance are triggered by continuously reoccurring instances of poor fit between the firm’s routines and its institutional environment. We propose that reactive change processes, initiated by stakeholder critique threatening the organization’s legitimacy, will result in isomorphic type of social performance changes. In comparison, proactive change processes, initiated by slack resources, are more likely to result in nonisomorphic type of social performance changes. Furthermore, we propose that top-down driven processes will result in structural social performance changes in the direction of internationally influential stakeholders’ demands, while bottom-up driven processes will result in output social performance changes in the direction of locally influential stakeholders’ demands.

The decision to internalize corporate social responsibility (CSR) activities, to outsource them in the form of corporate philanthropy, or to collaborate with otherorganizations is of great significance to the ability of the firm to reap benefits from such activity. Using insights provided by the new institutional economics and the resourcebased view of the firm, this paper describes how the variables of centrality and specificity affect CSR governance choice. This framework is tested using data collected from Central America and Mexico. Support is found for the relevance of centrality, but not for specificity. The paper discusses directions for future research and concludes with the managerial implications of this research.

The definition of sustainability is notoriously imprecise. Stakeholder salience and a better understanding of stakeholder networks can help to add clarity to sustainability in an organizational context. Case material drawn from a South American NGO will be used to demonstrate a new representation of stakeholder management information. This paper offers a tool for graphically describing and managing stakeholder relationships for sustainable development.

This paper summarizes the outcome of a workshop on the design of a research project to examine the effects of cultural differences on the ethical behavior of managers and business organizations in NAFTA. A parallel aim of the project is to explore and refine the conceptual foundations of Hofstede’s Mas/Fem dimension, which was originally called the Social/Ego dimension (Hofstede, 1982).

This paper explores the effect of structurally enacted governance, such as board membership rules, versus process enacted governance, such as disclosure practices, on investor trust. Certain organizational factors are proposed due to their ability to inform trust propensity and transparency enactment. Regulatory oversight, organizational structure and investor salience are considered in light of their effect on relational and transactional approaches to a company’s investors.

The study of reputation has often focused on the creation of good reputations rather than on the varied means by which reputations are modified, or shifted, and the factors affecting such shifts. This paper develops a theory of reputation shifting and identifies five basic reputational actions, the types of strategic responses that can be taken to manage reputations.

This is just a brief description of the people involved and activities that occurred during a full-day pre-conference event that included a winery tour, a luncheon, apanel discussion of management systems, and a wine tasting. We completed a facility tour at Gallo’s Frei Ranch Winery that highlighted the environmental performance opportunities that exist for wine production. The rest of the day’s schedule was held at MacMurray Ranch. There was a panel that featured presentations and discussions about Gallo of Sonoma’s sustainability management systems, the Benziger Family Winery’s Biodynamic vineyard practices, and the application of environmental management systems in the wine industry and other industries.

This paper reports the results of a study essentially replicating that of Agle, Mitchell, and Sonnenfeld (1999) concerning stakeholder salience, values, andorganizational performance, but surveying small business managers instead of large-firm CEOs. The results in some ways parallel the findings of Agle et al. and in some ways diverge.

Corporate Social Responsibility (CSR) is a tortured concept. In this paper, we reframe CSR into a number of discrete Corporate Social Responsibilities (CSR’s), each of which can have a positive or negative social impact, and each of which has an endogenous managerially driven component, and an exogenous stakeholder driven component. Using an industry-level sample drawn from the KLD data base, we test the impact of hypothesized drivers of CSR on various CSR’s.

Prior research in strategic decision making has relied primarily on the application of economic and financial models within strategic decisions. Environmentaland social issues have, as a result, been force-fit into existing models, rather than developing a deep understanding of how these ‘soft’ issues are actually incorporated into strategic decisions. This study aims to fill this gap by investigating how social and environmental concerns are addressed in strategic decisions. It does so inductively, by interviewing 29 professionals addressing corporate social responsibility and 110 strategic decision makers in 19 companies in Canada. This paper reports some of the interim findings.