Philanthropy as Strategy

By David H. Saiia, A. Carroll, Ann Buchholtz. 2003

410 citations recorded by the source corpus.

Subfields: Communication, Sociology and Political Science, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/8b5b168e3f30662497c9cf0b2ec18ac221bf575d

How researchers see this paper

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

In Communication

1. Kangtao Ye
2. Stephen. Pavelin
3. S. Chiu
4. Stephen Brammer
5. Lynda Porter
6. Ran Zhang
7. Mark P. Sharfman

In Sociology and Political Science

1. Kangtao Ye
2. Stephen. Pavelin
3. S. Chiu
4. Stephen Brammer
5. Lynda Porter
6. J. Peloza
7. Ran Zhang
8. Mark P. Sharfman

In Strategy and Management

1. Lynda Porter
2. Stephen. Pavelin
3. Kangtao Ye
4. Ran Zhang
5. Stephen Brammer
6. J. Peloza
7. S. Chiu
8. Joe Ueng

Citations in the corpus

• Corporate Social Responsibility and Firm Size (2008, background): “Many strategic outcomes, such as increased managerial utility (Bartkus et al., 2002; Navarro, 1988), and enhanced stakeholder relationships (Saiia et al., 2003) are associated with CSR, to the extent that firms’ choice of CSR initiatives might be strategic (Van de Ven and Jeurissen, 2005).”
• Corporate Reputation and Social Performance: The Importance of Fit (2006, neutral): “However, given evidence that is suggestive of the strategic use of CSR policy (Porter and Kramer, 2002; Saiia et al., 2003), we expect the overall tendency to be for social responsiveness to augment reputation, and propose the following hypothesis.”
• Legitimacy, Visibility, and the Antecedents of Corporate Social Performance: An Investigation of the Instrumental Perspective (2011, positive): “This argument is consistent with Saiia et al. (2003) who found that firms with higher visibility are more inclined to make larger philanthropic gifts to the community.”