Misery Loves Companies: Whither Social Initiatives by Business? Joshua D. Margolis Harvard University jmargolis@hbs.edu 617-495-6444 James P. Walsh University of Michigan jpwalsh@umich.edu 734-936-2768 December 16, 2002 We want to thank Christine Oliver, our three anonymous reviewers, Paul Adler, Howard Aldrich, Alan Andreasen, Jim Austin, Charles Behling, Mary Gentile, Tom Gladwin, Morten Hansen, Stu Hart, Nien-he Hsieh, Linda Lim, Nitin Nohria, Lynn Paine, Gail Pesyna, Rob Phillips
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a case study of an International Canadian coffee and donut chain: Tim Hortons. Design/methodology/approach: Data were collected through: (1) extensive publications of corporate documents, (2) observations of actual operations at retail sites, (3) social media sites. Findings: We find that Tim Hortons has clearly made progress toward greater sustainability. However, its program often lacks specificity, particularly in terms of greenhouse gas emissions. Within a visibly and highly polluting industry
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STRENGTHENING STAKEHOLDER-COMPANY RELATIONSHIPS THROUGH MUTUALLY BENEFICIAL CORPORATE SOCIAL RESPONSIBILITY INITIATIVES C.B. Bhattacharya Daniel Korschun Sankar Sen Forthcoming: Journal of Business Ethics Abstract Corporate social responsibility (CSR) continues to gain attention atop the corporate agenda and is by now an important component of the dialogue between companies and their stakeholders. Nevertheless, there is still little guidance as to how companies can implement CSR activity
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Stakeholders, Shareholders and Wealth Maximization V. Sivarama Krishnan, University of Central Oklahoma ABSTRACT This paper attempts reconciliation between the two somewhat extreme views espoused by the shareholder wealth maximization paradigm and the stakeholder theory. The stakeholder theory challenges the basic premise built into corporate finance theory, teaching and practice. Corporate finance theory, teaching and the typically recommended practice are all built on the premise that the
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Planning 43 (2010) 308e325 http://www.elsevier.com/locate/lrp Building Social Business Models: Lessons from the Grameen Experience Muhammad Yunus, Bertrand Moingeon and Laurence Lehmann-Ortega Grameen bank, founded in 1976, has both pioneered the development of micro-finance, and created nearly 30 businesses designed to alleviate poverty. The article traces the gradual development of Grameen’s expertise in formulating social business models, which require new value propositions, value constellations
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Journal of Management http://jom.sagepub.com/ What We Know and Don't Know About Corporate Social Responsibility: A Review and Research Agenda Herman Aguinis and Ante Glavas Journal of Management 2012 38: 932 originally published online 1 March 2012 DOI: 10.1177/0149206311436079 The online version of this article can be found at: http://jom.sagepub.com/content/38/4/932 Published by: http://www.sagepublications.com On behalf of: Southern Management Association Additional services and information
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BOP markets. Practical implications – The discussion of potential interventions for the various stakeholders may ameliorate criticisms of MFIs, suggest opportunities for cross-sectoral partnerships and improve outreach to the poorest of the poor. Social implications – For each issue addressed, this paper looks at the types of corrections that are made or called for through markets, government actions and civil society to respond to the negative impacts uncovered through our analysis. Originality/value
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ARTICLE IN PRESS Long Range Planning -- (2010) ---e--- http://www.elsevier.com/locate/lrp Complex Business Models: Managing Strategic Paradoxes Simultaneously Wendy K. Smith, Andy Binns and Michael L. Tushman As our world becomes more global, fast paced and hypercompetitive, competitive advantage may increasingly depend on success in managing paradoxical strategies strategies associated with contradictory, yet integrated tensions. We identify several types of complex business
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6Critical Sociology http://crs.sagepub.com Corporate Social Responsibility: The Good, the Bad and the Ugly Subhabrata Bobby Banerjee Crit Sociol 2008; 34; 51 DOI: 10.1177/0896920507084623 The online version of this article can be found at: http://crs.sagepub.com/cgi/content/abstract/34/1/51 Published by: http://www.sagepublications.com Additional services and information for Critical Sociology can be found at: Email Alerts: http://crs.sagepub.com/cgi/alerts Subscriptions: http://crs.sagepub
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| Business Leadership and Human Values Seminar2 CreditsBU 131.601.F5Summer Session 2016Wednesdays 1:30-4:30pm -- June 8 – July 27 Harbor East Room 230 | Instructor Rick Milter, Ph.D. Contact Information Phone Number: 410.234.9422 milter@jhu.edu Office Hours Typically before class session or by appointment. Required Learning Materials This course is a series of thematic conversations about human values and your responsibilities as an emerging/aspiring business
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