Corporate Social Responsibility: An Empirical Investigation of U.S. Organizations

By A. Lindgreen, V. Swaen, Wesley J. Johnston. 2009

383 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/597a58307d721da0cbe47cd764475a08544c3fae

How researchers see this paper

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

In Information Systems and Management

1. Marcus Wagner
2. Lutz Kaufmann
3. Narjess Boubakri
4. Felix Reimann
5. Mercedes Rodríguez-Fernández
6. Matthias Ehrgott
7. Sadok El Ghoul
8. Craig R. Carter

In Marketing

1. Lutz Kaufmann
2. Felix Reimann
3. Matthias Ehrgott
4. Marcus Wagner
5. Constantin Blome
6. J. Reast
7. Narjess Boubakri
8. Nathalie van Popering

In Strategy and Management

1. Felix Reimann
2. Matthias Ehrgott
3. Omrane Guedhami
4. Sadok El Ghoul
5. Narjess Boubakri
6. Lutz Kaufmann
7. Marcus Wagner
8. Craig R. Carter

Citations in the corpus

• Conflict Minerals and Supply Chain Due Diligence: An Exploratory Study of Multi-tier Supply Chains (2017, background): “Thus, only few studies focused on the dynamic and practical aspects of the process of installing CSR within organizations (e.g., Dobele et al. 2014; Lindgreen et al. 2009), which explicitly calls for more research to close this gap.”
• Social Responsibility and Financial Performance: The Role of Good Corporate Governance (2016, background): “This concept is embraced by those organizations that believe ‘‘something must be given back’’ to society (Lindgreen et al., 2009).”
• To Do Well by Doing Good: Improving Corporate Image Through Cause-Related Marketing (2012, background): “…health and safety at work, human resource management, education, economic development, relations with stakeholders (e.g., consumers, suppliers, local communities), environmental protection, and basic human needs and desires (Branco and Rodrigues, 2006; Kotler and Lee, 2005; Lindgreen et al., 2009).”
• Corporate Social Performance and Innovation with High Social Benefits: A Quantitative Analysis (2010, background): “The relevance of this association can be derived from a policy as well as a firm perspective and is well documented in the literature (Miles et al., 2004; Lindgreen et al., 2009).”
• Corporate Social Responsibility Practices in Developing and Transitional Countries: Botswana and Malawi (2009, background): “Our survey questionnaire adapts that of Lindgreen et al. (2007); for an in-depth description of the questionnaire we refer to that study.”
• Social Sustainability in Selecting Emerging Economy Suppliers (2011, background): “In doing so, we expand on the findings of prior studies from domestic sourcing contexts (Carter, 2005; Carter and Dresner, 2001; Carter and Jennings, 2002, 2004; Lindgreen et al., 2009a; Min and Galle, 1997; Salam, 2009).”