Cooperation between corporations and environmental groups: A transaction cost perspective

By Andrew A. King. 2007

206 citations recorded by the source corpus.

Subfields: Economics and Econometrics, Marketing, Safety Research

View Paper: https://www.semanticscholar.org/paper/e27a7db00c947908869d00cc5ada0aaf7b197a89

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Citations in the corpus

A review of ‘theories of the firm’ and their contributions to Corporate Sustainability (2015, unknown): “This includes environmental management (Céspedes-Lorente et al., 2004; Krucken and Meroni, 2006; Onkila, 2009), environmental regulation (Céspedes-Lorente et al., 2004), and protection of the natural environment (King, 2007).”
Strategic Corporate Social Responsibility and Environmental Sustainability (2011, background): “…increasing stakeholder satisfaction (Orlitzky & Swanson, 2008), often requires substantial resources, including time, as well as financial and human resources in identifying a relevant stakeholder group, negotiating with representatives of the group, and monitoring their satisfaction (King, 2007).”
Current debates in global strategy (2009, unknown): “Additionally, recent articles have examined activists (den Hong and de Bakker 2007), environmental groups (King 2007), community isomorphism (Marquis et al.”
The Role of Collaboration in Achieving Corporate Social Responsibility Objectives (2009, background): “For example, King argues that because environmental groups have an incentive to disperse cleaner technology, working with more than one environmental NGO increases the chance that control over relevant intellectual property will be lost.(16)”
The Open Innovation Paradox: Knowledge Sharing and Protection in R&D Collaborations (2010, unknown): “According to transaction cost economics, collaboration (as a kind of relational contracting) is the preferred governance mechanism in case of medium production and transaction costs (Dyer, 1997; King, 2007; Oxley, 1997; Williamson, 1975, 1985).”
Private Global Business Regulation (2008, background): “The support for civil regulation on the part of many NGOs also reflects a change in their strategies for interacting with business, as described by Doh & Teegen (2003), Gereffi et al. (2001), and Rondinelli & London (2003), and analyzed by King (2007).”
Management, strategic management theories and thelinkage with organizational competitive advantage from theresource-based View (2009, background): “…intruding upon the market, conformity to various interpretations of socially responsible behaviours, international or cross-cultural activities of expansion and adaptation, and various other organizational and/or industry level phenomena (Ma, 1999a, 1999b; Flint and Van Fleet, 2005; King, 2007b).”
The Entrepreneurship Process in Base of the Pyramid Markets: The Case of Multinational Enterprise/Nongovernment Organization Alliances (2010, background): “For example, transaction cost economics could provide insight regarding the nature of governance in the NGO–MNE alliances (King, 2007).”