Strategic Cognition and Issue Salience: Toward an Explanation of Firm Responsiveness to Stakeholder Concerns
By Jonathan Bundy, Christine Shropshire, Ann Buchholtz. 2013
430 citations recorded by the source corpus.
Subfields: Organizational Behavior and Human Resource Management, Strategy and Management
View Paper: https://www.semanticscholar.org/paper/3027bd8b1f98cff8d2a8d580d02dd59126a08aa4
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
In Strategy and Management
- O. Hawn
- Rodolphe Durand
- Robert S. Nason
- Ioannis Ioannou
- Sophie Bacq
- David Gras
- George Serafeim
- H. Jo
Citations in the corpus
- A Behavioral Theory of Social Performance: Social Identity and Stakeholder Expectations (2017, background): “Conflicting social performance expectations may also stem from diverse demands on particular issues (Bundy et al., 2013).”
- Who and What Really Counts? Stakeholder Prioritization and Accounting for Social Value (2015, neutral): “Other factors include the effect of the broader organizational culture or the firm’s dominant institutional logic on managers’ decisions regarding stakeholders (Bundy et al., 2013; Mitchell et al., 2011).”
- Willing and Able: A General Model of Organizational Responses to Normative Pressures (2017, background): “When the issue is increasingly perceived as more important to the expression of an organization’s core values and beliefs and/or if it is perceived as more materially supporting the achievement of the organization’s strategic goals, issue salience increases in decisionmakers’ interpretation (Bundy e”