Outsourcing: enhancing organisational performance. Outsourcing: enhancing organisational performance British Academy of Management Conference 2008 (BAM2008). ![]() A stakeholder identification and salience theory for non-traditional operating modes. Brighton Centre, Brighton 15 - Ī stakeholder identification and salience theory for non-traditional operating modes British Academy of Management Conference 2009 (BAM2009). An integrative framework for strategy process based on its theoretical roots. Īn integrative framework for strategy process based on its theoretical roots Where do we fit in the swings and roundabouts of strategy? Journal of Strategy and Management. Where do we fit in the swings and roundabouts of strategy? Explaining the unintended consequences of public sector reform. Įxplaining the unintended consequences of public sector reform Journal of Manufacturing Technology Management. An empirical study of green supply chain management practices amongst UK manufacturers. Īn empirical study of green supply chain management practices amongst UK manufacturers ![]() Building a FTSE 100 company by hitting the sweet spot of strategy: an interview with Rod Aldridge OBE. īuilding a FTSE 100 company by hitting the sweet spot of strategy: an interview with Rod Aldridge OBE Interview with Sir Mike Rake, Chairman of BT. Interview with Sir Mike Rake, Chairman of BT Successful strategic re-orientation: lessons from Cadbury's experience: an interview with Todd Stitzer, Chief Executive of Cadbury. Successful strategic re-orientation: lessons from Cadbury's experience: an interview with Todd Stitzer, Chief Executive of Cadbury 29th Annual International Conference of the Strategic Management Society. Back to the future – organic growth driving shareholder value. īack to the future – organic growth driving shareholder value International Journal of Research in Marketing. Organic growth and shareholder value: a case study of the insurance industry. Organic growth and shareholder value: a case study of the insurance industry International Journal of Production Economics. Corporate responsibility, supply chain partnership and performance: an empirical examination. Ĭorporate responsibility, supply chain partnership and performance: an empirical examination Dynamic capabilities in a sixth-generation family firm: Entrepreneurship and the Bibby Line. ĭynamic capabilities in a sixth-generation family firm: Entrepreneurship and the Bibby Line Knowledge acquisition in supply chain partnerships: the role of power. Knowledge acquisition in supply chain partnerships: the role of power The findings contribute to literature by empirically demonstrating (a) the impact of CR-related experiences on the development of beliefs about, and trust towards, the organization (b) the importance of ‘others-related’ CR experiences even in the presence of ‘self-related’ CR experiences and (c) the role of beliefs as partial mediators in how experiences of CR, both ‘self-related’ and ‘others-related’, translate into trust and positive intent. The research is conducted with customers (n = 708) and employees (n = 359) of a service organization in the UK that introduced a range of CR-related activities into their business. Building on advances in the application of psychological theories to the field of management, the research develops and empirically tests a theoretical model of how CR-related experiences and beliefs drive stakeholder trust and positive intent. Despite this, limited attention has been given to understanding CR from the perspective of stakeholders and, in particular, the mechanism by which CR drives stakeholder support. ![]() The benefits of CR for organizations are, however, often said to be achieved through increased support of stakeholders. Most research on corporate responsibility (CR) has investigated CR from the perspective of organizations, often focusing on how organizations define, manage and implement CR to gain benefits or competitive advantage. Unpacking the mechanism by which corporate responsibility impacts stakeholder relationships
0 Comments
Leave a Reply. |