Identifying the determinants of corporate managers’ perceived social obligations

By Ali M. Quazi. 2003

260 citations recorded by the source corpus.

Subfields: Demography, Information Systems and Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/11a82b110d706045bba25f2cf87b7ff39ab4834e

How researchers see this paper

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

In Demography

1. A. W. Dusuki

In Information Systems and Management

1. Seoki Lee
2. A. W. Dusuki

In Strategy and Management

1. K. Kang
2. Seoki Lee
3. Di Xu
4. Shun Cai
5. Zhaowei Miao
6. A. W. Dusuki

Citations in the corpus

• The moderating role of CEO narcissism on the relationship between uncertainty avoidance and CSR (2018, background): “…engagement in CSR, legal status, managerial ownership, strategic planning, corporate culture, and market position and values, and the level of education, training, and religiosity of management (Paek, Xiao, Lee, & Song, 2013; Quazi, 2003; Reverte, 2009; Sabir, Kalyar, Ahmed, & Zaidi, 2012).”
• Sustainability in the wine industry: key questions and research trendsa (2013, background): “…orientation: it has been investigated the role of top management’s values in determining sustainable orientation (Berry and Rondinelli, 1998; Quazi, 2003), entrepreneurial commitment to sustainability (Shaltegger, 2002) or management practices and principles reshaped by a sustainable…”
• The pyramid of corporate social responsibility model: empirical evidence from Malaysian stakeholder perspectives / Asyraf Wajdi Dusuki and Tengku Farrah Maimunah Tengku Mohd Yusof (2008, background): “According to literature, there has been a significant difference of CSR perception between male and female (Peterson, 2004; Elias, 2004; Maignan & Ferrell, 2003; Quazi, 2003; Marz et. al.”
• Exploring the antecedents of logistics social responsibility: A focus on Chinese firms (2012, background): “Corporations are represented by people and therefore, culture, i.e., the norms, values and beliefs of people are likely to play a significant role in their perceptions and behaviors in the CSR area (Quazi, 2003).”