Reputation and Corporate Social Responsibility Aberrations, Trends, and Hypocrisy: Reactions to Firm Choices in the Stock Option Backdating Scandal

By Jay J. Janney, Steve Gove. 2011

246 citations recorded by the source corpus.

Subfields: Accounting, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/53040ad12df3c403446a1003eb1032550b88e28c

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In Accounting

1. Isabell Lenz
2. Hauke A. Wetzel
3. Maik Hammerschmidt
4. H. Smid
5. J. Graafland

In Strategy and Management

1. Isabell Lenz
2. Hauke A. Wetzel
3. Maik Hammerschmidt
4. H. Smid
5. H. Leroy
6. J. Graafland

Citations in the corpus

• Competing for Government Procurement Contracts: The Role of Corporate Social Responsibility (2018, unknown): “For example, Janney and Gove (2011) find evidence of stock option                                                              1 For more details on the constituency statutes and their institutional background, see Flammer and Kacperczyk (2016) as well as the law review articles by Bainbridge…”
• Shame on Who? The Effects of Corporate Irresponsibility and Social Performance on Organizational Reputation (2019, unknown): “For instance, firms believed to be well governed, may be perceived as hypocritical when irresponsible governance is revealed (Janney and Gove, 2011).”
• Crowdfunding social ventures: a model and research agenda (2013, unknown): “…entrepreneurs have to participate with their social ideas in competitions organized by foundations such as Skoll or Ashoka, or increasingly by traditional for-profit companies as part of their CSR activities (Baron 2007; Cornelius et al. 2008; Gallego-Álvarez et al. 2011; Janney and Gove 2011).”
• From inconsistency to hypocrisy: When does “saying one thing but doing another” invite condemnation? (2018, background): “…(specifically, backdating stock options), those who previously implemented corporate social responsibility (CSR) initiatives related to corporate governance saw a larger drop in their stock price than those who previously had CSR initiatives unrelated to corporate governance (Janney & Gove, 2011).”
• How Corporate Social Responsibility Engagement Strategy Moderates the CSR–Financial Performance Relationship (2012, unknown): “Janney and Gove (2011) also found that the public especially considers a company’s standards on such internal issues as corporate governance as a major indicator of whether the company is hypocritical in engaging CSR. Summarizing the above arguments, we hypothesize: Hypothesis 4 (path hypothesis):…”
• Decoupling Among CSR Policies, Programs, and Impacts: An Empirical Study (2019, background): “Indeed, Janney and Gove (2011) found that when companies possess an enhanced reputation for a given dimension of CSP, violations for not acting on words related to that dimension are more harshly sanctioned.”
• Firm Internationalization and Corporate Social Responsibility (2014, unknown): “To address potential endogeneity resulting from the direction of causality between interna- tionalization and its outcomes, we use instrumental 2 Thus, weakness on one dimension may be offset by strength in another dimension (Janney and Gove 2011).”
• Can doing good lead to doing poorly? Firm value implications of CSR in the face of CSI (2017, background): “Consideration of CSI may determine whether stakeholders are able to create a coherent picture of the firm’s identity and morality when they evaluate CSR activities (Janney and Gove 2011).”