Unrequited Profit: How Stakeholder and Economic Values Relate to Subordinates' Perceptions of Leadership and Firm Performance
By Mary Sully de Luque, Nathan T. Washburn, David A. Waldman, R. House. 2008
337 citations recorded by the source corpus.
Subfields: Organizational Behavior and Human Resource Management, Strategy and Management
View Paper: https://www.semanticscholar.org/paper/03156a7b183c635b1e8e5db2e89e99203c7f8e36
How researchers see this paper
The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.
In Organizational Behavior and Human Resource Management
- Herman Aguinis
- Ante Glavas
- T. Bauer
- Anne S. Tsui
- David A. Waldman
- Lynda Jiwen Song
- Elaine Wong
- Margaret Ormiston
In Strategy and Management
- Herman Aguinis
- Ante Glavas
- Weiqiang Tan
- J. Harrison
- David A. Waldman
- Anne S. Tsui
- Ken Kelley
- Lindred L. Greer
Citations in the corpus
- Shareholder Wealth Maximization and Social Welfare: A Utilitarian Critique (2013, background): ““It appears that executives who seek profit too intently are not rewarded with their desired outcome” (de Luque et al., 2008: 646).”
- Management commitment to the ecological environment and employees: Implications for employee attitudes and citizenship behaviors (2015, background): “…included items about organizational commitment to the ecological environment as part of broader measures of corporate social responsibility (CSR), and showed that commitment to CSR relates to higher organizational commitment (Maignan et al., 1999) and employee effort (Sully de Luque et al., 2008).”
- The Effects of Perceived Corporate Social Responsibility on Employee Attitudes (2014, background): “Moreover, only three of those articles explored mediators at the individual level of analysis, with those mediators being followers’ perceptions of visionary leadership (Sully de Luque et al., 2008), organizational identification (Carmeli et al., 2007), and pride (Jones, 2010).”
- Humble Chief Executive Officers’ Connections to Top Management Team Integration and Middle Managers’ Responses (2014, background): “The measure was a two-item scale asking respondents to evaluate their company’s sales and return on assets (ROA) relative to their major competitors (Sully de Luque et al., 2008).”
- Diabolical dictators or capable commanders? An investigation of the differential effects of autocratic leadership on team performance (2015, background): “…leadership have been mixed (see Bass & Bass, 2008; Foels et al., 2000; Miller & Monge, 1986), researchers to date have mostly emphasized the negative effects of autocratic leadership on teammorale and performance (e.g., De Cremer, 2006;De Luque et al., 2008; Edmondson, 2003; VanVugt et al., 2004).”
- Managing for Stakeholders, Stakeholder Utility Functions, and Competitive Advantage. (2010, background): “Recently, stakeholder theory has begun to reemerge in a more prominent role in the strategy/performance discussion (i.e., de Luque et al., 2008; Godfrey, 2005; Harrison and Freeman, 1999; Hillman and Keim, 2001; Sisodia, Wolfe, and Sheth, 2007; Walsh, 2005).”