Taking Aim at Business

By Jamie R. Hendry. 2006

115 citations recorded by the source corpus.

How researchers see this paper

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Operational Productivity, Corporate Social Performance, Financial Performance, and Risk in Manufacturing Firms (2016, background): “Hendry (2006) suggests that managers in ﬁrms with superior CSP might be better at assessing the key needs of different stake-holders and meeting their needs.”
Spinning gold: The financial returns to stakeholder engagement (2014, background): “Activists themselves can be considered a stakeholder whose preferences, strategies or resources can influence corporate behavior (Baron, 2009, 2001, Baron & Diermeier, 2007, Frooman, 1999, Hendry, 2006, Rehbein, Waddock, & Graves, 2004, Rowley & Berman, 2000, Spar & La Mure, 2003).”
The Role of Collaboration in Achieving Corporate Social Responsibility Objectives (2009, background): “Indeed, Hendry finds a large number of informal relationships among environmental NGOs around data sharing, collective planning of activities, and lawsuits.(44) However, these collaborations can be highly complex, and require a long-term focus for both the firm and NGO.”
Stakeholder Theory: Reviewing a Theory That Moves Us (2008, background): “When will stakeholders When firms are not a source of significant environmental impact (Hendry, 2006) support firms? When firms are older, cognitively legitimate, affectively congruent, reliable, accountable, and strategically flexible (Choi & Shepard, 2005) When they believe that they have been fai”