INVESTOR ACTIVISM, MANAGERIAL RESPONSIVENESS, AND CORPORATE SOCIAL PERFORMANCE

By Parthiban David, Matt Bloom, Amy J. Hillman. 2007

539 citations recorded by the source corpus.

Subfields: Accounting, Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/e80258a22d4e1dbab4eed11bd9d76a147134030b

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Citations in the corpus

Corporate Social Performance: A Review of Empirical Research Examining the Corporation–Society Relationship Using Kinder, Lydenberg, Domini Social Ratings Data (2017, background): “…however, were more empowered than others to ignore or overcome social pressure, as many failed to implement agreements made when settling stakeholder resolutions (David et al., 2007) and others violated reciprocity norms by ignoring CSP even after accepting government subsidies (Dawkins, 2002).”
ARE FAMILY FRIENDLY WORKPLACE PRACTICES A VALUABLE FIRM RESOURCE (2011, background): “, 2001), bundles of HR practices (Huselid, 1995), and specific practices like mentoring (Ragins, Cotton, and Miller, 2000), as well as use of FFWP may simply be signs that an organization can effectively meet the needs of different stakeholders—investors, employees, or even society as a whole (Bramm”
Synthesizing and Extending Resource Dependence Theory (2013, unknown): “We conclude from these results that resource dependencies are simultaneously substantive pressures that can threaten focal organizational performance and symbolic pressures that can hurt organizational legitimacy when left unmitigated (cf. David et al., 2007; Oliver, 1991b).”
Do Corporate Social Performance Targets in Executive Compensation Contribute to Corporate Social Performance? (2016, background): “Increased demand for CSP is, among others, observable through attention from investors for topics such as climate change and ethical issues (David et al. 2007) aiming to identify the long-term investment opportunities and risks for firms (Herremans et al.”
On Corporate Social Responsibility, Sensemaking, and the Search for Meaningfulness Through Work (2019, background): “For example, David, Bloom, and Hillman (2007) found that outside-in pressures actually reduce the effectiveness of CSR. Specifically, many organizations engage in symbolic and easily implemented CSR activities with the goal of appeasing external stakeholders as quickly as possible (e.g., community…”
How Firms Respond to Mandatory Information Disclosure (2012, unknown): “…have investors that have access to publicity-laden shareholder resolutions and other mechanisms through which they can attempt to influence management decisions, private firms seldom encounter activist investors (David, Bloom, and Hillman, 2007; Gillan and Starks, 2000; Reid and Toffel, 2009).”
The Effects of Top Management Team Integrative Complexity and Decentralized Decision Making on Corporate Social Performance (2011, methodology): “Second, although an aggregated form of the KLD that subtracts concerns from strengths has commonly been utilized in corporate social performance research (e.g., Bouquet & Deutsch, 2008; Deckop et al., 2006; Graves & Waddock, 1994; Hillman & Keim, 2001; David et al., 2007; Ruf et al., 2001; Thomas & ”