Cultural and leadership predictors of corporate social responsibility values of top management: a GLOBE study of 15 countries
By David A. Waldman, Mary Sully de Luque, Nathan T. Washburn, R. House, B. Adetoun, Angel Barrasa, M. Bobina, Muzaffer Bodur, Yi-Jung Chen, Sukhendu Debbarma and 31 more. Journal of International Business Studies, 2006
808 citations recorded by the source corpus.
Subfields: Marketing, Social Psychology, Strategy and Management
View Paper: https://www.semanticscholar.org/paper/8c2d93094fca92ea9af1cd547dce9da725bda0d3
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In Marketing
- Cedric E. Dawkins
- F. Ngunjiri
- Emmanuella Plakoyiannaki
- Shayuti Mohamed Adnan
- Chun-Ju Flora Hung-Baesecke
- D. Hay
- Catherine Welch
- Shihping Kevin Huang
In Social Psychology
- M. LaRocca
- Philip Bromiley
- Argyro Mamakouka
- Emmanuella Plakoyiannaki
- Joanne Lyubovnikova
- Shayuti Mohamed Adnan
- D. Hay
- Catherine Welch
In Strategy and Management
- Philip Bromiley
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- Christian Schwens
- Rodrigo Isidor
- Cedric E. Dawkins
- F. Ngunjiri
- Argyro Mamakouka
- Emmanuella Plakoyiannaki
Citations in the corpus
- Corporate Social Responsibility Reporting in South Africa (2008, background): “This corroborates the findings of Waldman et al. (2006) that, at least with respect to what is provided in annual reports, companies from more well-developed countries are not as focused on social concerns as their counterparts in emerging market countries such as South Africa.”
- An Empirical Study of Leader Ethical Values, Transformational and Transactional Leadership, and Follower Attitudes Toward Corporate Social Responsibility (2011, background): “A review of the empirical research literature on transformational leadership and follower attitudes toward social responsibility yields only a single study by Waldman et al. (2006a).”
- Examining the Internal Aspect of Corporate Social Responsibility (CSR): Leader Behavior and Employee CSR Participation (2014, background): “For example, the transformational leader who considers the follower’s long-term development needs and transcends the self-interest of the follower for the good of the organization contributes to its CSR engagement (Waldman & Siegel, 2008) and adoption of implicit and strategic-oriented CSR activitie”
- The Effects of Top Management Team Integrative Complexity and Decentralized Decision Making on Corporate Social Performance (2011, methodology): “, 2006), experiences (Thomas & Simerly, 1994, 1995), and leadership styles (Waldman et al., 2006) affect corporate social performance and firm performance.”
- Social, Behavioral, and Cognitive Influences on Upper Echelons During Strategy Process (2016, background): “Regarding TMT values, Waldman et al. (2006) examine the role of societal culture values (along with CEO visionary leadership and integrity) in predicting the social responsibility values reported by TMT members across 15 countries (see Approach 2: Values in Tables 2 and S-2).”
- Translation in cross-language international business research: Beyond equivalence (2014, background): “An example of a large-scale Type 3 study is Waldman et al. (2006), who surveyed culture and leadership in 15 countries as part of the GLOBE study.”