Responsibility: The new business imperative

By S. Waddock, Charles. Bodwell, Samuel B. Graves. 2002

698 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/c444fa682b01ecaca64e6133e5fd51b7d6be63c8

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Citations in the corpus

Corporate Reputation and Philanthropy: An Empirical Analysis (2005, background): “More recently, Williams and Barrett (2000) provide further evidence in support of a positive link between philanthropy and firm repu tation.”
The Effectiveness of Business Codes: A Critical Examination of Existing Studies and the Development of an Integrated Research Model (2007, background): “Companies that do not have a code are increasingly prompted by their stakeholders or even forced by law to develop a code (Waddock et al., 2002).”
Responsible Leadership: A Mapping of Extant Research and Future Directions (2015, background): “The emerging interest in responsible management and attendant work (e.g., Coldwell 2010; Hibbert and Cunliffe 2015; Waddock et al. 2002) could provide helpful insights for such research due to its conceptual overlaps in terms of businesses’ stakeholder impacts and fulfillment of responsibilities to ”
Corporate Social Responsibility: Whether or How? (2003, background): “Product markets are not the only source of pressure, employees and investors have concerns about company CSR practices as well as consumers.(56) In the labor market, some employees express a preference for working for more socially responsible companies.”
Competitive Environmental Strategies: When Does it Pay to Be Green? (2006, background): “and social responsibility—from which the term Total Responsibility Management (TRM) is slowly emerging.(16) In certain circumstances, the certification of a firm’s EMS, for instance, would not only be a systematic way of managing risks, but would also have the potential to become a source of competi”
The Case for Strategic Corporate Social Responsibility in Developing Countries (2007, background): “2004; Novak 1996) and acting in a manner that respects the legitimate goals and demands of all stakeholders (Clarkson 1995; Waddock et al. 2002).”
Corporate Social Responsibility (CSR): Theory and Practice in a Developing Country Context (2007, background): “Hence the fundamental idea of CSR is that business corporations have an obligation to work towards meeting the needs of a wider array of stakeholders (Clarkson, 1995; Waddock et al., 2002).”
Insights into triple bottom line integration from a learning organization perspective (2006, neutral): “environmental targets (Waddock et al., 2002).”
Managing Legitimacy in Complex and Heterogeneous Environments: Sustainable Development in a Globalized World (2013, positive): “As a result, corporations are confronted with a multitude of expectations from primary stakeholders, such as company owners, employees, customers, or suppliers, and from secondary stakeholders, such as NGOs or activists, local communities, or governments (Waddock et al., 2002), as well as with press”