Skip to main content Accessibility help
×
Hostname: page-component-76fb5796d-45l2p Total loading time: 0 Render date: 2024-04-25T11:12:24.704Z Has data issue: false hasContentIssue false

Chapter 18 - Contextual Richness at the Core of New Stakeholder Research

from Part V - New Voices in Stakeholder Thinking

Published online by Cambridge University Press:  01 May 2019

Jeffrey S. Harrison
Affiliation:
University of Richmond
Jay B. Barney
Affiliation:
University of Utah
R. Edward Freeman
Affiliation:
University of Virginia
Robert A. Phillips
Affiliation:
York University, Toronto
Get access

Summary

Image of the first page of this content. For PDF version, please use the ‘Save PDF’ preceeding this image.'
Type
Chapter
Information
Publisher: Cambridge University Press
Print publication year: 2019

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

References

Bamberger, P. (2008). From the editors beyond contextualization: Using context theories to narrow the micro-macro gap in management research. Academy of Management Journal, 51(5): 839846.Google Scholar
Blair, J. D. & Hunt, J. G. (1986). Getting inside the head of the management researcher one more time: Context-free and context-specific orientations in research. Journal of Management, 12(2): 147166.CrossRefGoogle Scholar
Cappelli, P. & Sherer, P. D. (1991). The missing role of context in OB: The need for a meso-level approach. In Cummings, L. L. & Staw, B. M., eds., Research in organizational behavior, pp. 55110. Greenwich, CT: JAI Press.Google Scholar
Donaldson, T., & Preston, L. E. (1995). The stakeholder theory of the corporation: Concepts, evidence, and implications. Academy of Management Review, 20(1): 6591.CrossRefGoogle Scholar
Dorobantu, S., Henisz, W. J., & Nartey, L. (2017). Not all sparks light a fire: Stakeholder and shareholder reactions to critical events in contested markets. Administrative Science Quarterly, 62(3): 561597.Google Scholar
Eisenhardt, K. M. (1989). Building theories from case study research. Academy of Management Review, 14(4): 532550.Google Scholar
Freeman, R. E. (1984). Strategic management: A stakeholder approach. Boston: Pitman Publishing.Google Scholar
Freeman, R. E., Harrison, J.S., Wicks, A.C., Parmar, B.L., & de Colle, S. (2010). Stakeholder theory: The state of the art. Cambridge, UK: Cambridge University Press.Google Scholar
Freeman, R. E., Rusconi, G., Signori, S., & Strudler, A. (2012). Stakeholder theory(ies): Ethical ideas and managerial action. Journal of Business Ethics, 109(1): 12.CrossRefGoogle Scholar
Frynas, J. G. (2005). The false developmental promise of corporate social responsibility: Evidence from multinational oil companies. International Affairs, 81(3): 581598.Google Scholar
Frynas, J. G. (2008). Corporate social responsibility and international development: Critical assessment. Corporate Governance: An International Review, 16(4): 274281.CrossRefGoogle Scholar
Gunningham, N., Kagan, R. A., & Thornton, D. (2004). Social license and environmental protection: Why businesses go beyond compliance. Law and Social Inquiry, 29: 307341.Google Scholar
Harrison, J. S., & Freeman, R. E. (1999). Stakeholders, social responsibility, and performance: Empirical evidence and theoretical perspectives. Academy of Management Journal, 42(5): 479485.Google Scholar
Henisz, W. J., Dorobantu, S., & Nartey, L. J. (2014). Spinning gold: The financial returns to stakeholder engagement. Strategic Management Journal, 35(12): 17271748.Google Scholar
Hitt, M. A., Beamish, P. W., Jackson, S. E., & Mathieu, J. E. (2007). Building theoretical and empirical bridges across levels: Multilevel research in management. Academy of Management Journal, 50(6): 13851399.Google Scholar
Johns, G. (2006). The essential impact of context on organizational behavior. Academy of Management Review, 31(2): 386408.Google Scholar
Jones, T. M. (1995). Instrumental stakeholder theory: A synthesis of ethics and economics. The Academy of Management Review, 20(2): 404437.Google Scholar
Kozlowski, S. J., & Klein, K. J. (2000). A multilevel approach to theory and research in organizations: Contextual, temporal and emergent processes. In Kleine, K. J. & Kozlowski, S. J., eds., Multilevel theory, research, and methods in organizations: Foundations, extensions and new directions, pp. 390. San Francisco, CA: Jossey-Bass.Google Scholar
Mitchell, R. K., Agle, B. R., & Wood, D. J. (1997. Toward a theory of stakeholder identification and salience: Defining the principle of who and what really counts. Academy of Management Review, 22(4): 853886.CrossRefGoogle Scholar
Nartey, L., Dorobantu, S., & Henisz, W. J. (2017). A participatory approach to stakeholder engagement: Defining a hierarchy of strategic action. Working paper, University of South Carolina.Google Scholar
Nartey, L., Henisz, W. J., & Dorobantu, S. (2017). Status climbing versus bridging: Multinational stakeholder engagement strategies. Strategy Science, 3(2): 367392.CrossRefGoogle Scholar
Nartey, L., & Teegen, H. (2017). A convening model to enhance value creation and pluralistic appropriation in large-scale investment projects. Working paper, University of South Carolina.Google Scholar
Rousseau, D. M., & Fried, Y. (2001). Editorial: Location, location, location: Contextualizing organizational research. Journal of Organizational Behavior, 22(1): 113.Google Scholar
Simon, H.A. (1972). Theories of bounded rationality. In McGuire, C. & Radner, R., eds., Decision and organization. Amsterdam: North-Holland.Google Scholar
Tsui, A. S. (2006). Contextualization in Chinese management research. Management and Organization Review, 2(1): 113.Google Scholar
Welch, C., Piekkari, R., Plakoyiannaki, E., & Paavilainen-Mäntymäki, E. (2011). Theorising from case studies: Towards a pluralist future for international business research. Journal of International Business Studies, 42(5): 740762.Google Scholar
Yin, R. K. (2002). Applications of case study research, 2nd edn. Thousand Oaks, CA: Sage.Google Scholar

Save book to Kindle

To save this book to your Kindle, first ensure coreplatform@cambridge.org is added to your Approved Personal Document E-mail List under your Personal Document Settings on the Manage Your Content and Devices page of your Amazon account. Then enter the ‘name’ part of your Kindle email address below. Find out more about saving to your Kindle.

Note you can select to save to either the @free.kindle.com or @kindle.com variations. ‘@free.kindle.com’ emails are free but can only be saved to your device when it is connected to wi-fi. ‘@kindle.com’ emails can be delivered even when you are not connected to wi-fi, but note that service fees apply.

Find out more about the Kindle Personal Document Service.

Available formats
×

Save book to Dropbox

To save content items to your account, please confirm that you agree to abide by our usage policies. If this is the first time you use this feature, you will be asked to authorise Cambridge Core to connect with your account. Find out more about saving content to Dropbox.

Available formats
×

Save book to Google Drive

To save content items to your account, please confirm that you agree to abide by our usage policies. If this is the first time you use this feature, you will be asked to authorise Cambridge Core to connect with your account. Find out more about saving content to Google Drive.

Available formats
×