Thinking of the organization as a system: the role of managerial perceptions in developing a corporate social responsibility strategic agenda

By François Maon, A. Lindgreen, V. Swaen. 2008

119 citations recorded by the source corpus.

Subfields: Marketing, Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/0bccb306946895b9462e41f56b901c6ea01d682d

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Marketing

1. Ans Kolk
2. J. Pinkse
3. Valentina Marano
4. T. Kostova
5. R. van Tulder
6. Arno Kourula
7. N. Pisani
8. B. Ackers

In Organizational Behavior and Human Resource Management

1. Marlene Vock
2. Ans Kolk
3. Willemijn M. van Dolen
4. R. van Tulder
5. B. Ackers
6. N. Eccles

In Strategy and Management

1. Willemijn M. van Dolen
2. Ans Kolk
3. J. Pinkse
4. R. van Tulder
5. Arno Kourula
6. N. Pisani
7. David L. Levy
8. Valentina Marano

Citations in the corpus

• Tensions in Corporate Sustainability: Towards an Integrative Framework (2014, unknown): “Third, corporate sustainability involves the simultaneous recognition of varying, but often conflicting demands of a wide set of stakeholders (Clarkson 1995; Maon et al. 2008), who tend to apply different decision logics than managers (Hahn 2012).”
• Trickle Effects of Cross-Sector Social Partnerships (2010, background): “They developed a conceptual model according to which CSR can be implemented strategically if upper managers’ CSR perceptions converge into a joint “organizational interpretation” (Maon et al., 2008, p. 419), which is then shared with other stakeholders by means of a structured dialogue.”