Skip to main content Accessibility help
×
Hostname: page-component-586b7cd67f-g8jcs Total loading time: 0 Render date: 2024-11-25T06:31:21.886Z Has data issue: false hasContentIssue false

Section III - Accountability: Linking Corporate Social Responsibility, Employee Relations, and Corporate Political Responsibility

Published online by Cambridge University Press:  16 November 2023

Thomas P. Lyon
Affiliation:
University of Michigan, Ann Arbor
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: 2023

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

References

Albareda, L. & Waddock, S. (2018). Networked CSR Governance: A Whole Network Approach to Meta-governance. Business & Society, 57(4), 636–75.Google Scholar
Anastasiadis, S. (2014). Toward a View of Citizenship and Lobbying: Corporate Engagement in the Political Process. Business & Society, 53(2), 260–99.Google Scholar
Anastasiadis, S., Moon, J. & Humphreys, M. (2018). Lobbying and the Responsible Firm: Agenda‐Setting for a Freshly Conceptualized Field. Business Ethics: A European Review, 27(3), 207–21.Google Scholar
Baumgartner, F. R., Berry, J. M., Hojnacki, M., Leech, B. L. & Kimball, D. C. (2009). Lobbying and Policy Change: Who Wins, Who Loses, and Why. Chicago: University of Chicago Press.Google Scholar
Benton, M. & Russell, M. (2013). Assessing the Impact of Parliamentary Oversight Committees: The Select Committees in the British House of Commons. Parliamentary Affairs, 66(4), 772–97.CrossRefGoogle Scholar
Bernstein, S. & Van der Ven, H. (2017). Best Practices in Global Governance. Review of International Studies, 43(3), 534–56.Google Scholar
Binderkrantz, A., Christiansen, P. & Pedersen, H. (2015). Interest Group Access to the Bureaucracy, Parliament, and the Media. Governance, 28(1), 95112.Google Scholar
Chaqués-Bonafont, L. & Muñoz Márquez, L. (2016). Explaining Interest Group Access to Parliamentary Committees. West European Politics, 39(6), 1276–98.Google Scholar
Coen, D. (2007). Empirical and Theoretical Studies in EU Lobbying. Journal of European Public Policy, 14(3), 333–45.Google Scholar
Delmas, M. & Friedman, H. (2023). Disclosure of Political Responsibility with Regard to Climate Change. In Lyon, T., ed., Corporate Political Responsibility. Cambridge: Cambridge University Press.Google Scholar
Den Hond, F., Rehbein, K., de Bakker, F. & Lankveld, H. (2014). Playing on Two Chessboards: Reputation Effects between Corporate Social Responsibility (CSR) and Corporate Political Activity (CPA). Journal of Management Studies, 51(5), 790813.Google Scholar
Doty, E. (2023). Practitioner Views of CPR: Towards a New Social Contract. In Lyon, T., ed., Corporate Political Responsibility. Cambridge: Cambridge University Press.Google Scholar
Eising, R. (2007). The Access of Business Interests to EU Institutions: Towards Elite Pluralism? Journal of European Public Policy, 14(3), 384403.Google Scholar
Favotto, A. & Kollman, K. (2020). An Expanding Conception of Social Responsibility? Of Global Norms and Changing Corporate Perceptions. In Hansen-Magnusson, H. & Vetterlein, A., eds., The Rise of Responsibility in World Politics. Cambridge: Cambridge University Press, pp. 188212.CrossRefGoogle Scholar
Favotto, A. & Kollman, K. (2021). Mixing Business with Politics: Does Corporate Social Responsibility End Where Lobbying Transparency Begins? Regulation & Governance, 15(2), 262–79.Google Scholar
Favotto, A. & Kollman, K. (2022). When Rights Enter the CSR Field: British Firms’ Engagement with Human Rights and the UN Guiding Principles. Human Rights Review, 23(1), 21–40.Google Scholar
Favotto, A., Kollman, K. & McMillan, F. (2021). Is Virtue Its Own Reward? Corporate Social Responsibility and Access to British Policymakers. Paper presented at the biennial ECPR Regulation & Governance conference held (virtually), 2325.Google Scholar
Fuchs, D. (2013). Theorizing the Power of Global Companies. In Mikler, J., ed., The Handbook of Global Companies. Oxford: Wiley & Sons Ltd., 7795.CrossRefGoogle Scholar
Geddes, M. (2018). Committee Hearings of the UK Parliament: Who Gives Evidence and Does This Matter? Parliamentary Affairs, 41(2018), 283304.CrossRefGoogle Scholar
Gill, S. (1995). Globalisation, Market Civilisation, and Disciplinary Neoliberalism. Millennium, 24(3), 399423.CrossRefGoogle Scholar
Global Reporting Initiative (2016). GRI G4 – GRI Sustainability Reporting Guidelines: Reporting Principles and Standard Disclosures. Amsterdam: GRI.Google Scholar
Green, C. P. & Homroy, S. (2022). Incorporated in Westminster: Channels and Returns to Political Connection in the United Kingdom. Economica, 89(354), 377408.Google Scholar
Hall, P. & Soskice, D. (2001). Varieties of Capitalism: The Institutional Foundations of Comparative Advantage. Oxford: Oxford University Press.Google Scholar
Hayes, A. F. & Krippendorff, K. (2007). Answering the Call for a Standard Reliability Measure for Coding Data. Communication Methods and Measures, 1(1), 7789.Google Scholar
Helboe Pedersen, H., Halpin, D. & Rasmussen, A. (2015). Who Gives Evidence to Parliamentary Committees? A Comparative Investigation of Parliamentary Committees and Their Constituencies. The Journal of Legislative Studies, 21(3), 408–27.Google Scholar
Ketu, Y. & Rothstein, S. (2023). Practicing Responsible Policy Engagement: How Large U.S. Companies Lobby on Climate Change. In Lyon, T., ed., Corporate Political Responsibility. Cambridge: Cambridge University Press.Google Scholar
Kinderman, D. (2012). ‘Free Us Up So We Can Be Responsible!’ The Co-evolution of Corporate Social Responsibility and Neo-liberalism in the UK, 1977–2010. Socio-Economic Review, 10(1), 2957.Google Scholar
Lawton, T., McGuire, S. & Rajwani, T. (2013). Corporate Political Activity: A Literature Review and Research Agenda. International Journal of Management Reviews, 15(1), 86105.Google Scholar
Lock, I. & Seele, P. (2016). Deliberative Lobbying? Toward a Noncontradiction of Corporate Political Activities and Corporate Social Responsibility? Journal of Management Inquiry, 25(4), 415–30.Google Scholar
Loconto, A. & Fouilleux, E. (2014). Politics of Private Regulation: ISEAL and the Shaping of Transnational Sustainability Governance. Regulation & Governance, 8(2), 166–85.Google Scholar
Lyon, T., Delmas, M., Maxwell, J., et al. (2018). CSR Needs CPR: Corporate Sustainability and Politics. California Management Review, 60(4), 524.CrossRefGoogle Scholar
Lyon, T. & Mandelkorn, W. (2023). The Meaning of Corporate Political Responsibility. In Lyon, T., ed., Corporate Political Responsibility. Cambridge: Cambridge University Press.Google Scholar
McGreal, C. (2021). How a Powerful US Lobby Group Helps Big Oil to Block Climate Action. Guardian, 19 July.Google Scholar
McWilliams, A. & Siegel, D. (2001). Corporate Social Responsibility: A Theory of the Firm Perspective. Academy of Management Review, 26(1), 117–27.Google Scholar
Montgomery, A., Lyon, T. & Barg, J. (2023). No End in Sight? A Greenwash Review and Research Agenda. Organization & Environment, (early view).Google Scholar
Mueckenberger, U. & Jastram, S. (2010). Transnational Norm-Building Networks and the Legitimacy of Corporate Social Responsibility Standards. Journal of Business Ethics, 97(2), 223–39.Google Scholar
Pope, S. & Wæraas, A. (2016). CSR-washing Is Rare: A Conceptual Framework, Literature Review, and Critique. Journal of Business Ethics, 137(1), 173–93.Google Scholar
Scherer, A. G. & Palazzo, G. (2011). The New Political Role of Business in a Globalized World: A Review of a New Perspective on CSR and Its Implications for the Firm, Governance, and Democracy. Journal of Management Studies, 48(4), 899931.Google Scholar
Scherer, A. G. & Voegtlin, C. (2023). Multinational Companies as Responsible Political Actors in Global Business: Challenges and Implications for Human Resource Management. In Lyon, T., ed., Corporate Political Responsibility. Cambridge: Cambridge University Press.Google Scholar
Steiner, J., Bächtiger, A., Spörndli, M. & Steenbergen, M. (2005). Deliberative Politics in Action. Analysing Parliamentary Discourse. Cambridge: Cambridge University Press.Google Scholar
Van den Broek, O. (2021). Soft Law Engagements and Hard Law Preferences: Comparing EU Lobbying Positions between UN Global Compact Signatory Companies and Other Interest Group Types. Business and Politics, 23(3), 383405.CrossRefGoogle Scholar
Van der Ven, H. (2015). Correlates of Rigorous and Credible Transnational Governance: A Cross‐Sectoral Analysis of Best Practice Compliance in Eco‐labeling. Regulation & Governance, 9(3), 276–93.CrossRefGoogle Scholar
Vogel, D. (2010). The Private Regulation of Global Corporate Conduct: Achievements and Limitations. Business & Society, 49(1), 6887.Google Scholar
Walker, E. (2023). What Drives Firms to Disclose Their Political Activity? In Lyon, T., ed., Corporate Political Responsibility. Cambridge: Cambridge University Press.Google Scholar
Walker, E. & Rea, C. (2015). The Political Mobilization of Firms and Industries. Annual Review of Sociology, 40, 281304.Google Scholar
Werner, T. (2015). Gaining Access by Doing Good: The Effect of Socio-political Reputation on Firm Participation in Public Policy Making. Management Science, 61(8), 19892011.CrossRefGoogle Scholar
World Commission on Environment. (1987). Our Common Future. Oxford: Oxford University Press.Google Scholar

References

Aguilera, R., Rupp, D., Williams, C., & Ganapathi, J. (2007). Putting the S Back in Corporate Social Responsibility: A Multilevel Theory of Social Change in Organizations. Academy of Management Review, 32(3), 836–63.CrossRefGoogle Scholar
Ansolabehere, S., SnyderJr, J., & Tripathi, M. (2002). Are PAC Contributions and Lobbying Linked? New Evidence from the 1995 Lobby Disclosure Act. Business and Politics, 4(2), 131–55.CrossRefGoogle Scholar
Benjamin, B., & Podolny, J. (1999). Status, Quality, and Social Order in the California Wine Industry. Administrative Science Quarterly, 44(3), 563–89.CrossRefGoogle Scholar
Bode, C., Singh, J., & Rogan, M. (2015). Corporate Social Initiatives and Employee Retention. Organization Science, 26(6), 1702–20.Google Scholar
Burbano, V. (2016). Social Responsibility Messages and Worker Wage Requirements: Field Experimental Evidence from Online Labor Marketplaces. Organization Science, 27(4), 1010–28.Google Scholar
Burbano, V. (2021). The Demotivating Effects of Communicating a Social-Political Stance: Field Experimental Evidence from an Online Labor Market Platform. Management Science, 67(2), 1004–25.CrossRefGoogle Scholar
Dorobantu, S., Kaul, A., & Zelner, B. (2017). Nonmarket Strategy Research through the Lens of New Institutional Economics: An Integrative Review and Future Directions. Strategic Management Journal, 38(1), 114–40.CrossRefGoogle Scholar
Eesley, C., Eberhart, R., Skousen, B., & Cheng, J. (2018). Institutions and Entrepreneurial Activity: The Interactive Influence of Misaligned Formal and Informal Institutions. Strategy Science, 3(2), 393407.Google Scholar
Evers-Hillstrom, K. (2018). Democrats Are Rejecting Corporate PACs: Does It Mean Anything? Open Secrets, December 7.Google Scholar
Favotto, A., Kollman, K., & McMillan, F. (2023). Responsible Lobbyists? CSR Commitments and the Quality of Corporate Parliamentary Testimony in the UK. In Lyon, T., ed., Corporate Political Responsibility. Cambridge, UK: Cambridge University Press.Google Scholar
FEC (2018). Corporations and Labor Organizations Campaign Guide. Federal Election Commission, January.Google Scholar
Flammer, C. (2018). Competing for Government Procurement Contracts: The Role of Corporate Social Responsibility. Strategic Management Journal, 39(5), 1299–324.CrossRefGoogle Scholar
Flammer, C., & Luo, J. (2017). Corporate Social Responsibility as an Employee Governance Tool: Evidence from a Quasi‐Experiment. Strategic Management Journal, 38(2), 163–83.Google Scholar
Freed, B., Sandstrom, K., & Laufer, W. (2023). Targeting Private Sector Influence in Politics: Corporate Accountability as a Risk and Governance Problem. In Lyon, T., ed., Corporate Political Responsibility. Cambridge, UK: Cambridge University Press.Google Scholar
Grant, A. (2012). Leading with Meaning: Beneficiary Contact, Prosocial Impact, and the Performance Effects of Transformational Leadership. Academy of Management Journal, 55(2), 458–76.Google Scholar
Grant, A., Campbell, E., Chen, G., et al. (2007). Impact and the Art of Motivation Maintenance: The Effects of Contact with Beneficiaries on Persistence Behavior. Organizational Behavior and Human Decision Processes, 103(1), 5367.Google Scholar
Greening, D., & Turban, D. (2000). Corporate Social Performance as a Competitive Advantage in Attracting a Quality Workforce. Business & Society, 39(3), 254–80.Google Scholar
Gupta, A., Briscoe, F., & Hambrick, D. (2017). Red, Blue, and Purple Firms: Organizational Political Ideology and Corporate Social Responsibility. Strategic Management Journal, 38(5), 1018–40.Google Scholar
Hadani, M., & Schuler, D. (2013). In Search of El Dorado: The Elusive Financial Returns on Corporate Political Investments. Strategic Management Journal, 34(2), 165–81.Google Scholar
Hall, R., & Wayman, F. (1990). Buying Time: Moneyed Interests and the Mobilization of Bias in Congressional Committees. American Political Science Review, 84(3), 797820.Google Scholar
Hertel-Fernandez, A. (2018). Politics at Work: How Companies Turn Their Workers into Lobbyists. Oxford, UK: Oxford University Press.Google Scholar
Hillman, A., & Hitt, M. (1999). Corporate Political Strategy Formulation: A Model of Approach, Participation, and Strategy Decisions. Academy of Management Review, 24(4), 825–42.Google Scholar
Hillman, A., Keim, G., & Schuler, D. (2004). Corporate Political Activity: A Review and Research Agenda. Journal of Management, 30(6), 837–57.Google Scholar
Hirsch, L. (2021). Charles Schwab to End All Political Donations and Shutter PAC. The New York Times, January 13.Google Scholar
Kalla, J. L., & Broockman, D. E. (2016). Campaign Contributions Facilitate Access to Congressional Officials: A Randomized Field Experiment. American Journal of Political Science, 60(3), 545–58.Google Scholar
Keim, G., & Zardkoohi, A. (1988). Looking for Leverage in PAC Markets: Corporate and Labor Contributions Considered. Public Choice, 58(1), 2134.Google Scholar
Kim, I. (2018). LobbyView: Firm-level Lobbying & Congressional Bills Database. Cambridge, MA: Unpublished manuscript, MIT.Google Scholar
Kim, J., & King, B. (2014). Seeing Stars: Matthew Effects and Status Bias in Major League Baseball Umpiring. Management Science, 60(11), 2619–44.Google Scholar
King, B. (2008). A Political Mediation Model of Corporate Response to Social Movement Activism. Administrative Science Quarterly, 53(3), 395421.CrossRefGoogle Scholar
Li, Z. (2018). How Internal Constraints Shape Interest Group Activities: Evidence from Access-Seeking PACs. American Political Science Review, 112(4), 792808.Google Scholar
Lux, S., Crook, T., & Woehr, D. (2011). Mixing Business with Politics: A Meta-analysis of the Antecedents and Outcomes of Corporate Political Activity. Journal of Management, 37(1), 223–47.Google Scholar
Lyon, T., & Maxwell, J. (2004). Astroturf: Interest Group Lobbying and Corporate Strategy. Journal of Economics & Management Strategy, 13(4), 561–97.Google Scholar
McDonnell, M-H., & Cobb, J. (2020). Take a Stand or Keep Your Seat: Board Turnover after Social Movement Boycotts. Academy of Management Journal, 63(4), 1028–53.Google Scholar
McDonnell, M-H., & Darnell, S. (2022). Profiting from Protest: A Contingency Model of the Effects of Anti-corporate Activism. Working Paper.Google Scholar
McDonnell, M. H., & King, B. (2013). Keeping Up Appearances: Reputational Threat and Impression Management after Social Movement Boycotts. Administrative Science Quarterly, 58(3), 387419.Google Scholar
McDonnell, M-H., & King, B. (2018). Order in the Court: The Influence of Firm Status and Reputation on the Outcomes of Employment Discrimination Suits. American Sociological Review, 83(1), 6187.Google Scholar
McDonnell, M-H., King, B., & Soule, S. (2015). A Dynamic Process Model of Private Politics: Activist Targeting and Corporate Receptivity to Social Challenges. American Sociological Review, 80(3), 654–78.CrossRefGoogle Scholar
McDonnell, M-H., & Werner, T. (2016). Blacklisted Businesses: Social Activists’ Challenges and the Disruption of Corporate Political Activity. Administrative Science Quarterly, 61(4), 584620.Google Scholar
Mellahi, K., Frynas, J., Sun, P., & Siegel, D. (2016). A Review of the Nonmarket Strategy Literature: Toward a Multi-theoretical Integration. Journal of Management, 42(1), 143–73.Google Scholar
Microsoft Corporate Blogs. (2021). Transcript: Brad Smith’s Remarks at an Employee Meeting Thursday. Microsoft, January 22.Google Scholar
Public Affairs Council. (2019). 2019 Corporate PAC Benchmarking Report. Public Affairs Council, October 9. pac.org/wp-content/uploads/2019-Corporate-PAC-Benchmarking-Webinar-1.pdfGoogle Scholar
Qian, C., Crilly, D., Wang, K., & Wang, Z. (2020). Why Do Banks Favor Employee-Friendly Firms? A Stakeholder-Screening Perspective. Organization Science, 32(3), 605–24.Google Scholar
Rindova, V., Williamson, I., Petkova, A., & Sever, J. (2005). Being Good or Being Known: An Empirical Examination of the Dimensions, Antecedents, and Consequences of Organizational Reputation. Academy of Management Journal, 48(6), 1033–49.Google Scholar
Scherer, A., & Voegtlin, C. (2023). MNCs as Responsible Political Actors in Global Business: Challenges and Implications for Human Resource Management. In Lyon, T., ed., Corporate Political Responsibility. Cambridge, UK: Cambridge University Press.Google Scholar
Schuler, D., Rehbein, K., & Cramer, R. (2002). Pursuing Strategic Advantage through Political Means: A Multivariate Approach. Academy of Management Journal, 45(4), 659–72.Google Scholar
Scott, W. R. (1995). Institutions and Organizations: Ideas, Interests, and Identities. Thousand Oaks, CA: Sage Publications.Google Scholar
Shanor, A., McDonnell, M-H., & Werner, T. (2021). Corporate Political Power: The Politics of Reputation & Traceability. Emory Law Journal, 71(2): 153216.Google Scholar
Turban, D, & Greening, D. (1997). Corporate Social Performance and Organizational Attractiveness to Prospective Employees. Academy of Management Journal, 40(3), 658–72.Google Scholar
Walker, E. (2012). Putting a Face on the Issue: Corporate Stakeholder Mobilization in Professional Grassroots Lobbying Campaigns. Business & Society, 51(4), 561601.Google Scholar
Werner, T. (2015). Gaining Access by Doing Good: The Effect of Sociopolitical Reputation on Firm Participation in Public Policymaking. Management Science, 61, 19892011.Google Scholar
Werner, T. (2017). Investor Reaction to Covert Corporate Political Activity. Strategic Management Journal, 38(12), 2424–43.CrossRefGoogle Scholar
Yue, L. (2015). Community Constraints on the Efficacy of Elite Mobilization: The Issuance of Currency Substitutes during the Panic of 1907. American Journal of Sociology, 120(6), 1690–735.Google Scholar

References

Ambos, T. C. & Tatarinov, K. (2022). Building Responsible Innovation in International Organizations Through Intrapreneurship. Journal of Management Studies, 59(1), 92125.Google Scholar
Anastasiadis, S. (2014). Toward a View of Citizenship and Lobbying: Corporate Engagement in the Political Process. Business & Society, 53(2), 260–99.Google Scholar
Bächtiger, A., Dryzek, J. S., Mansbridge, J. & Warren, M. E. (2018). The Oxford Handbook of Deliberative Democracy. Oxford: Oxford University Press.Google Scholar
Baron, D. P. (2003). Private Politics. Journal of Economics and Management Strategy, 12, 3166.Google Scholar
Batt, R. (2002). Managing Customer Services: Human Resource Practices, Quit Rates, and Sales Growth. Academy of Management Journal, 45(3), 587–97.Google Scholar
Baysinger, B. D. (1984). Domain Maintenance as an Objective of Business Political Activity: An Expanded Typology. Academy of Management Review, 9(2), 248–58.Google Scholar
Besley, T. & Ghatak, M. (2007). Retailing Public Goods: The Economics of Corporate Social Responsibility. Journal of Public Economics, 91(9), 1645–63.Google Scholar
Boddewyn, J. J. & Brewer, T. L. (1994). International Business Political Behavior: New Theoretical Directions. Academy of Management Review, 19, 119–43.CrossRefGoogle Scholar
Bromley, P. & Powell, W. W. (2012). From Smoke and Mirrors to Walking the Talk: Decoupling in the Contemporary World. Academy of Management Annals, 6(1), 483530.Google Scholar
Budd, J. W. & Scoville, J. G. (2005). The Ethics of Human Resources and Industrial Relations. Ithaca: Cornell University Press.Google Scholar
Buller, P. F. & McEvoy, G. M. (1999). Creating and Sustaining Ethical Capability in the Multi-national Corporation. Journal of World Business, 34(4), 326–43.Google Scholar
Carpenter, D. & Moss, D. A. (2013). Preventing Regulatory Capture: Special Interest Influence and How to Limit It. Cambridge, UK: Cambridge University Press.CrossRefGoogle Scholar
Chambers, S. (2003). Deliberative Democratic Theory. Annual Review of Political Science, 6(1), 307–26.Google Scholar
Chandler, A. D. & Mazlish, B. (2005). Leviathans: Multinational Corporations and the New Global History. Cambridge, UK: Cambridge University Press.Google Scholar
Chiang, F. F. T. & Birtch, T. A. (2010). Appraising Performance across Borders: An Empirical Examination of the Purposes and Practices of Performance Appraisal in a Multi-country Context. Journal of Management Studies, 47(7), 1365–93.Google Scholar
Cohen, E. (2010). CSR for HR: A Necessary Partnership for Advancing Responsible Business Practices. Sheffield: Greenleaf.Google Scholar
Crane, A. (2013). Modern Slavery as a Management Practice: Exploring the Conditions and Capabilities for Human Exploitation. Academy of Management Review, 38(1), 4969.Google Scholar
Darnell, S. & McDonnell, M.-H. (2023). Licence to Give: The Relationship between Organizational Reputation and Stakeholders’ Support for Corporate Political Activity. In Lyon, T. P., ed., Corporate Political Responsibility. Cambridge, UK: Cambridge University Press.Google Scholar
Delmas, M. A. & Friedman, H. L. (2023). Disclosure of Political Responsibility with Regard to Climate Change. In Lyon, T. P., ed., Corporate Political Responsibility. Cambridge, UK: Cambridge University Press.Google Scholar
Dryzek, J. S., Bächtiger, A. & Chambers, S., et al. (2019). The Crisis of Democracy and the Science of Deliberation. Science, 363(6432), 1144–6.Google Scholar
Edwards, T. & Kuruvilla, S. (2005). International HRM: National Business Systems, Organizational Politics and the International Division of Labour in MNCs. International Journal of Human Resource Management, 16(1), 121.Google Scholar
Favotto, A., Kollman, K. & McMillan, F. (2023). Responsible Lobbyists? CSR Commitments and the Quality of Parliamentary Testimony in the UK. In Lyon, T. P., ed., Corporate Political Responsibility. Cambridge, UK: Cambridge University Press.Google Scholar
Fishkin, J. S. (2018). Democracy When the People Are Thinking: Revitalizing Our Politics through Public Deliberation. Oxford, UK: Oxford University Press.Google Scholar
Fleckinger, P. & Glachant, M. (2011). Negotiating a Voluntary Agreement When Firms Self-Regulate. Journal of Environmental Economics and Management, 62(1), 4152.Google Scholar
Freed, B., Sandstrom, K. & Laufer, W. S. (2023). Targeting Private Sector Influence in Politics: Corporate Accountability as a Risk and Governance Problem. In Lyon, T. P., ed., Corporate Political Responsibility. Cambridge, UK: Cambridge University Press.Google Scholar
Frynas, J. G., & Stephens, S. (2015). Political Corporate Social Responsibility: Reviewing Theories and Setting New Agendas. International Journal of Management Reviews, 17(4), 483509.Google Scholar
Fund for Peace. (2019). Fragile States Index: Annual Report 2019. Washington, DC.Google Scholar
Fung, A. (2003). Deliberative Democracy and International Labor Standards. Governance, 16(1), 5171.Google Scholar
Gebhardt, C. & Müller-Seitz, G. (2011). Phoenix Arising from the Ashes: An Event-Oriented Analysis of the Siemens’ Corruption Scandal as Nexus between Organization and Society. Managementforschung, 21, 4190.Google Scholar
Gekeler, S. (2019). Ecosia gibt Mitarbeitern frei für Klima-Aktivismus. www.humanresourcesmanager.de/news/ecosia-gibt-mitarbeitern-frei-fuer-klima-aktivismus.html, accessed December 9, 2021.Google Scholar
Geppert, M., Williams, K. & Matten, D. (2003). The Social Construction of Contextual Rationalities in MNCs: An Anglo-German Comparison of Subsidiary Choice. Journal of Management Studies, 40(3), 617–41.Google Scholar
Greve, H. R., Palmer, D. & Pozner, J. E. (2010). Organizations Gone Wild: The Causes, Processes, and Consequences of Organizational Misconduct. Academy of Management Annals, 4(1), 53107.Google Scholar
Guerard, S., Bode, C. & Gustafsson, R. (2013). Turning Point Mechanisms in a Dualistic Process Model of Institutional Emergence: The Case of the Diesel Particulate Filter in Germany. Organization Studies, 34(5–6), 781822.Google Scholar
Haack, P., Schoeneborn, D. & Wickert, C. (2012). Talking the Talk, Moral Entrapment, Creeping Commitment? Exploring Narrative Dynamics in Corporate Responsibility Standardization. Organization Studies, 33(5–6), 815–45.Google Scholar
Habermas, J. (1998). Between Facts and Norms: Contributions to a Discourse Theory of Law and Democracy. Cambridge, UK: Polity Press.Google Scholar
Habermas, J. (2003). Truth and Justification. Cambridge, MA: MIT Press.Google Scholar
Hernandez, M. (2012). Toward an Understanding of the Psychology of Stewardship. Academy of Management Review, 37(2), 172–93.Google Scholar
Hillman, A. J., Keim, G. D. & Schuler, D. (2004). Corporate Political Activity: A Review and Research Agenda. Journal of Management, 30(6), 837–57.Google Scholar
Hitt, M. A., Ireland, R. D., Sirmon, D. G. & Trahms, C. A. (2011). Strategic Entrepreneurship: Creating Value for Individuals, Organizations, and Society. Academy of Management Perspectives, 25(2), 5775.Google Scholar
Holder-Webb, L., Cohen, J. R., Nath, L. & Wood, D. (2009). The Supply of Corporate Social Responsibility Disclosures among US Firms. Journal of Business Ethics, 84(4), 497527.Google Scholar
Jabbour, C. J. C. & Santos, F. C. A. (2008). The Central Role of Human Resource Management in the Search for Sustainable Organizations. International Journal of Human Resource Management, 19(12), 2133–54.Google Scholar
Koontz, H. & Weihrich, H. (2009). Essentials of Management: An International Perspective, 8th edn. New Delhi: Tata McGraw Hill.Google Scholar
Larcker, D. F., Tayan, B. & Miles, S A. (2021). Protests from within: Engaging with Employee Activists. Harvard Law School Forum on Corporate Governance, https://corpgov.law.harvard.edu/2021/03/24/protests-from-within-engaging-with-employee-activists/, accessed December 9, 2021.Google Scholar
Lawton, T., McGuire, S. & Rajwani, T. (2013). Corporate Political Activity: A Literature Review and Research Agenda. International Journal of Management Reviews, 15(1), 86105.Google Scholar
Lock, I. & Seele, P. (2016). Deliberative Lobbying? Toward a Noncontradiction of Corporate Political Activities and Corporate Social Responsibility? Journal of Management Inquiry, 25(4), 415–30.Google Scholar
Lock, T. P., Delmas, M. A., Maxwell, J. W. et al. (2018). CSR Needs CPR: Corporate Sustainability and Politics. California Management Review, 60(4), 524.Google Scholar
Lyon, T. P. & Mandelkorn, W. (2023). The Meaning and Measurement of CPR. In Lyon, T. P., ed., Corporate Political Responsibility. Cambridge, UK: Cambridge University Press.Google Scholar
Lyon, T. P. & Maxwell, J. W. (2004a). Astroturf: Interest Group Lobbying and Corporate Strategy. Journal of Economics & Management Strategy, 13(4), 561–97.Google Scholar
Lyon, T. P. & Maxwell, J. W. (2004b). Corporate Environmentalism and Public Policy. Cambridge: Cambridge University Press.Google Scholar
Maak, T. & Pless, N. (2006). Responsible Leadership in a Stakeholder Society: A Relational Perspective. Journal of Business Ethics, 66(1), 99115.Google Scholar
Mantere, S., Pajunen, K. & Lamberg, J.-A. (2009). Vices and Virtues of Corporate Political Activity: The Challenge of International Business. Business & Society, 48(1), 105–32.CrossRefGoogle Scholar
Margolis, J. D. & Walsh, J. P. (2003). Misery Loves Companies: Rethinking Social Initiatives by Business. Administrative Science Quarterly, 48(2), 268305.Google Scholar
Marler, J. H. (2012). Strategic Human Resource Management in Context: A Historical and Global Perspective. Academy of Management Perspectives, 26(2), 611.Google Scholar
Marshall, T. H. (1965). Class, Citizenship and Social Development. New York: Anchor Books.Google Scholar
Matten, D. (2009). Review Essay: “It’s the Politics, Stupid!” Reflections on the Role of Business in Contemporary Nonfiction. Business & Society, 48(4), 565–76.Google Scholar
Matten, D. & Crane, A. (2005). Corporate Citizenship: Toward an Extended Theoretical Conceptualization. Academy of Management Review, 30(1), 166–79.Google Scholar
Mirvis, P. (2012). Employee Engagement and CSR: Transactional, Relational, and Developmental Approaches. California Management Review, 54(4), 93117.Google Scholar
Mirvis, P. & Googins, B. (2018). Engaging Employees as Social Innovators. California Management Review, 60(4), 2550.Google Scholar
Moon, J., Crane, A. & Matten, D. (2005). Can Corporations Be Citizens? Corporate Citizenship as a Metaphor for Business Participation in Society. Business Ethics Quarterly, 15(3), 429–53.Google Scholar
Muller, A. R., Pfarrer, M. D. & Little, L. M. (2014). A Theory of Collective Empathy in Corporate Philanthropy Decisions. Academy of Management Review, 39(1), 121.Google Scholar
Naudé, W., Santos-Paulino, A. U. & McGillivray, M. (2011). Fragile States: Causes, Costs, and Responses. Oxford, UK: Oxford University Press.Google Scholar
Paauwe, J. (2009). HRM and Performance: Achievements, Methodological Issues and Prospects. Journal of Management Studies, 46(1), 129–42.Google Scholar
Palazzo, G. & Scherer, A. G. (2006). Corporate Legitimacy as Deliberation: A Communicative Framework. Journal of Business Ethics, 66(1), 7188.Google Scholar
Parkes, C. & Davis, A. J. (2013). Ethics and Social Responsibility – Do HR Professionals Have the Courage to Challenge or Are They Set to Be Permanent Bystanders? International Journal of Human Resource Management, 24(12), 2411–34.Google Scholar
Pless, N. M. & Maak, T. (2011). Levi Strauss & Co. – Facing Child Labour in Bangladesh. In Mendenhall, M. E., Oddou, G. and Stahl, G. K., eds., Readings and Cases in International Human Resource Management. London, UK: Routledge, pp. 446–57.Google Scholar
Pless, N. M., Maak, T. & Stahl, G. K. (2011). Developing Responsible Global Leaders through International Service-Learning Programs: The Ulysses Experience. Academy of Management Learning & Education, 10(2), 237–60.Google Scholar
Preuss, L., Haunschild, A. & Matten, D. (2009). The Rise of CSR: Implications for HRM and Employee Representation. International Journal of Human Resource Management, 20(4), 953–73.Google Scholar
Rajwani, T. & Liedong, T. A. (2015). Political Activity and Firm Performance within Nonmarket Research: A Review and International Comparative Assessment. Journal of World Business, 50(2), 273–83.Google Scholar
Rasche, A. (2015). The Corporation as a Political Actor–European and North American Perspectives. European Management Journal, 33(1), 48.Google Scholar
Scherer, A. G. (2018). Theory Assessment and Agenda Setting in Political CSR: A Critical Theory Perspective. International Journal of Management Reviews, 20(2), 387410.Google Scholar
Scherer, A. G., Baumann-Pauly, D. & Schneider, A. (2013). Democratizing Corporate Governance: Compensating for the Democratic Deficit of Corporate Political Activity and Corporate Citizenship. Business & Society, 52(3), 473514.Google Scholar
Scherer, A. G. & Palazzo, G. (2007). Toward a Political Conception of Corporate Social Responsibility: Business and Society Seen from a Habermasian Perspective. Academy of Management Review, 32(4), 1096–120.Google Scholar
Scherer, A. G. & Palazzo, G. (2008). Globalization and Corporate Social Responsibility. In Crane, A., McWilliams, A., Matten, D., Moon, J. & Siegel, D. S., eds., The Oxford Handbook of Corporate Social Responsibility. Oxford, UK: Oxford University Press, pp. 413–31.Google Scholar
Scherer, A. G. & Palazzo, G. (2011). The New Political Role of Business in a Globalized World: A Review of a New Perspective on CSR and Its Implications for the Firm, Governance, and Democracy. Journal of Management Studies, 48(4), 899931.Google Scholar
Scherer, A. G., Rasche, A., Palazzo, G. & Spicer, A. (2016). Managing for Political Corporate Social Responsibility: New Challenges and Directions for PCSR 2.0. Journal of Management Studies, 53(3), 273–98.Google Scholar
Scherer, A. G. & Voegtlin, C. (2020). Corporate Governance for Responsible Innovation: Approaches to Corporate Governance and Their Implications for Sustainable Development. Academy of Management Perspectives, 34(2), 182208.Google Scholar
Schoemaker, M., Nijhof, A. & Jonker, J. (2006). Human Value Management. The Influence of the Contemporary Developments of Corporate Social Responsibility and Social Capital on HRM. Management Revue, 17(4), 448–65.Google Scholar
Schrage, S. & Gilbert, D. U. (2021). Addressing Governance Gaps in Global Value Chains: Introducing a Systematic Typology. Journal of Business Ethics, 170, 657–72.Google Scholar
Schrempf-Stirling, J. & Wettstein, F. (2017). Beyond Guilty Verdicts: Human Rights Litigation and Its Impact on Corporations’ Human Rights Policies. Journal of Business Ethics, 145(3), 545–62.Google Scholar
Schumann, P. L. (2001). A Moral Principles Framework for Human Resource Management Ethics. Human Resource Management Review, 11(1/2), 93.Google Scholar
Shen, J. & Benson, J. (2016). When CSR Is a Social Norm: How Socially Responsible Human Resource Management Affects Employee Work Behavior. Journal of Management, 42(6), 1723–46.Google Scholar
Steinmann, H. & Löhr, A. (1994). Principles of Business Ethics [Grundlagen Der Unternehmensethik], 2nd edn. Stuttgart: Schaeffer-Poeschel.Google Scholar
Stigler, G. J. (1971). The Theory of Economic Regulation. The Bell Journal of Economics and Management Science, 2(1), 321.Google Scholar
Stone, R. J. (1998). Human Resource Management. Brisbane: Wiley and Sons.Google Scholar
Thompson, G. F. (2008). The Interrelationship between Global and Corporate Governance: Towards a Democratization of the Business Firm? In Scherer, A. G. & Palazzo, G., eds., Handbook of Research on Global Corporate Citizenship. Cheltenham, UK: Edward Elgar, pp. 476500.Google Scholar
Trevino, L. K. & Weaver, G. R. (1994). Business ETHICS/BUSINESS Ethics: ONE FIELD OR TWO? Business Ethics Quarterly, 4(2), 113–28.Google Scholar
Trevino, L. K., Weaver, G. R., Gibson, D. G. & Toffler, B. L. (1999). Managing Ethics and Legal Compliance: What Works and What Hurts. California Management Review, 41(2), 131–51.Google Scholar
UNCTAD. (2019). World Investment Report 2019: Special Economic Zones. Geneva: United Nations.Google Scholar
van Wijk, J., Zietsma, C., Dorado, S., de Bakker, F. G. A. & Martí, I. (2019). Social Innovation: Integrating Micro, Meso, and Macro Level Insights from Institutional Theory. Business & Society, 58(5), 887918.Google Scholar
Voegtlin, C. & Greenwood, M. (2016). Corporate Social Responsibility and Human Resource Management: A Systematic Review and Conceptual Analysis. Human Resource Management Review, 26(3), 181–97.Google Scholar
Voegtlin, C., Patzer, M. & Scherer, A. G. (2012). Responsible Leadership in Global Business: A New Approach to Leadership and Its Multi-Level Outcomes. Journal of Business Ethics, 105(1), 116.Google Scholar
Voegtlin, C. & Scherer, A. G. (2017). Responsible Innovation and the Innovation of Responsibility: Governing Sustainable Development in a Globalized World. Journal of Business Ethics, 143(2), 227–43.Google Scholar
Vogel, D. (2008). Private Global Business Regulation. Annual Review of Political Science, 11(1), 261–82.Google Scholar
Waddock, S. (2008). Building a New Institutional Infrastructure for Corporate Responsibility. Academy of Management Perspectives, 22(3), 87108.Google Scholar
Wheeler, H. N. (2005). Globalization and Business Ethics in Employment Relations. In Budd, J. W. & Scoville, J. G., eds., The Ethics of Human Resources and Industrial Relations. Champaign, IL: Labor and Employment Relations Association, pp. 115–40.Google Scholar
Wijen, F. (2014). Means versus Ends in Opaque Institutional Fields: Trading Off Compliance and Achievement in Sustainability Standard Adoption. Academy of Management Review, 39(3), 302–23.Google Scholar
World Trade Organization. (2019). World Trade Statistical Review 2019. Geneva: WTO.Google Scholar
Wright, P. M., Snell, S. A. & Dyer, L. (2005). New Models of Strategic HRM in a Global Context. International Journal of Human Resource Management, 16(6), 875–81.Google Scholar
Young, I. M. (2004). Responsibility and Global Labor Justice. Journal of Political Philosophy, 12(4), 365–88.Google Scholar

Save book to Kindle

To save this book to your Kindle, first ensure [email protected] 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
×