A new politics of engagement: shareholder activism for corporate social responsibility

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CSR Strategies in Response to Competitive Pressures (2018, background): “Social actions thusmight be initiated as an insurancemechanism, to protect against market reactions to negative business shocks (Minor 2011), social pressure from activists (Baron 2001, 2003; Heal 2005), or investors demanding responsibility (Graves et al. 2001; O’Rourke 2003; Rehbein et al. 2004; S”
Antecedents of Shareholder Activism in Target Firms: Evidence from a Multi‐Country Study (2010, unknown): “These broader “stakeholder” impacts surrounding shareholder activism have been of particular interest to environmental groups (Monks, Miller & Cook, 2004; O’Rourke, 2003), employee unions (Marens, 2004), and European observers (Croci, 2007).”
Do Corporate Social Performance Targets in Executive Compensation Contribute to Corporate Social Performance? (2016, background): “Investors may raise both financial as well as social issues (O’Rourke 2003), reflecting their concern for the triple bottom line of economic, social, and environmental performance (Crifo and Forget 2013; Goranova and Ryan 2014).”
Ownership as a Form of Corporate Governance (2010, unknown): “O’Rourke (2003), for example, identified 287 shareholder proposals aimed at improving corporate social performance (CSP), 98 of which were withdrawn because of compromise or © 2010 The Authors Journal of Management Studies © 2010 Blackwell Publishing Ltd and Society for the Advancement of…”