The importance of cultural framing to the success of social initiatives in business
By Jennifer A. Howard-Grenville, A. Hoffman. 2003
170 citations recorded by the source corpus.
Subfields: Marketing, Strategy and Management
View Paper: https://www.semanticscholar.org/paper/7047f1bf4f61319b7837fe529c0801ee77b60393
How researchers see this paper
The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.
In Marketing
In Strategy and Management
- Manuel Castelo Branco
- Yuexin Shao
- L. L. Rodrigues
- Suxia Gao
- Max H. Bazerman
- Yuanyuan Hu
- Shouming Chen
- A. Hoffman
Citations in the corpus
- Changing Practice on Sustainability: Understanding and Overcoming the Organizational and Psychological Barriers to Action (2007, background): “Instead, it asks us to consider ‘How and when does it pay to be sustainable’ for specific companies in specific circumstances (Howard-Grenville and Hoffman, 2003).”
- CSR and Firm Value: Evidence from China (2018, background): “Based on those two theories, researchers insist that a firm can obtain some intangible resources, such as human resources [55] and organizational culture [56], which enable the firm to acquire a competitive advantage over its competitors [57] by having a close relationship with key stakeholders.”
- Corporate Social Responsibility and Resource-Based Perspectives (2006, background): “Besides allowing firms to attract and retain workers, improved social performance, namely through its environmental component, may lead to more efficient processes, improvements in productivity, lower costs of compliance and new market opportunities (Goldstein, 2002; Hart, 1995; Howard-Grenville and”
- Corporate Social Responsibility That “Pays”: A Strategic Approach to CSR for SMEs ** (2017, unknown): “Through adopting CSR activities related to the environment, companies increase productivity and lower costs of compliance with legislation (Hart 1995; Howard-Grenville and Hoffman 2003; King and Lennox 2002), thus improving performance.”
- The role of diversity practices and inclusion in promoting trust and employee engagement (2015, background): “A successful diversity program should communicate its goals in a way that frames diversity as a challenge and an opportunity rather than as a threat or hurdle to overcome (Jayne & Dipboye, 2004; Howard-Grenville & Hoffman, 2003).”