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Relevant bibliographies by topics / Stakeholders vs. shareholders

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Journal articles

Academic literature on the topic 'Stakeholders vs. shareholders'

Author: Grafiati

Published: 10 September 2021

Last updated: 11 February 2022

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Journal articles on the topic "Stakeholders vs. shareholders"

1

Rönnegard, David, and N. Craig Smith. "Shareholders vs. Stakeholders." Business and Professional Ethics Journal 32, no. 3 (2013): 183–220. http://dx.doi.org/10.5840/bpej201311185.

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2

Abyad, Abdul. "Shareholders vs. Stakeholders : The Battle Continues." Middle East Journal of Business 8, no. 2 (2013): 15–21. http://dx.doi.org/10.5742/mejn.2013.82230.

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3

George, Bill. "Managing stakeholders vs. responding to shareholders." Strategy & Leadership 31, no. 6 (2003): 36–40. http://dx.doi.org/10.1108/10878570310505587.

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4

Allen, Franklin, Elena Carletti, and Yaniv Grinstein. "International evidence on firm level decisions in response to the crisis: Shareholders vs. other stakeholders." Journal of the Japanese and International Economies 47 (March 2018): 3–16. http://dx.doi.org/10.1016/j.jjie.2017.12.005.

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5

Sabadoz, Cameron, and Lindsay McShane. "Organizational accountability relations: de facto or de jure?" Social Responsibility Journal 12, no. 1 (2016): 32–53. http://dx.doi.org/10.1108/srj-10-2014-0140.

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Purpose – The purpose of this paper is to bring the concept of “meeting the gaze of the other” into conversation with the organizational accountability literature. This is done by integrating “the gaze” phenomenon with Darwall’s (2006) distinction between de jure and de facto authority. In the context of accountability, only de jure accountability entails meeting the gaze of the stakeholder, in that it requires organizations to grant stakeholders the moral authority to hold them to account. Drawing on this work, this paper aims to critically examine the distinction between de jure and de facto

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6

Slivar, Iva. "Boosting Corporate Social Responsibility in Tourist Destinations through Loyalty Programs and Stakeholder Collaboration." Journal of Economics and Behavioral Studies 7, no. 4(J) (2015): 122–33. http://dx.doi.org/10.22610/jebs.v7i4(j).599.

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Two opposite approaches gravitate around Corporate Social Responsibility (CSR): shareholder vs. stakeholder approach. The first paradigm is classical: stating a company has one primary purpose i.e. profitability and is responsible to its shareholders. The second one sees the company not merely in function of its primary goal but also responsible to its employees, providers, local community, the environment etc. It is indisputable that a company operates in a certain context and in order to pursue its reason of existence it has to maintain good relationship and collaborate with others directly

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7

Zumente, Ilze, and Jūlija Bistrova. "ESG Importance for Long-Term Shareholder Value Creation: Literature vs. Practice." Journal of Open Innovation: Technology, Market, and Complexity 7, no. 2 (2021): 127. http://dx.doi.org/10.3390/joitmc7020127.

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This article aims to detect how ESG adds value to the long-term shareholder value creation and to discover whether businesses are aware of positive ESG effects and, therefore, whether they will become more ESG-conscious. By conducting a qualitative content analysis on the academic literature, this article firstly aims to determine if shareholders’ value is positively affected by corporate ESG awareness. Secondly, to test whether companies are becoming more conscious about the importance of ESG, the mission statements of publicly listed Central and Eastern European (CEE) companies are compared

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8

B. Casado-Díaz, Ana, Juan L. Nicolau-Gonzálbez, Felipe Ruiz-Moreno, and Ricardo Sellers-Rubio. "The differentiated effects of CSR actions in the service industry." Journal of Services Marketing 28, no. 7 (2014): 558–65. http://dx.doi.org/10.1108/jsm-07-2013-0205.

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Purpose – The purpose of this study is to attempt to explain why the impact of Corporate Social Responsibility (CSR) initiatives may be different and/or more important in service firms compared to manufacturing firms. CSR is becoming a common strategy, hence its extensive research. Central to it is the analysis of the effect of CSR on a firm’s performance, whose outcome depends on firm-specific and industry-related factors. Design/methodology/approach – The event study methodology is applied to all the 248 companies that have ever traded on the Spanish Stock Market between 1990 and 2007. A reg

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9

Shah, Shashank, and A. Sudhir Bhaskar. "Shareholder View vs Stakeholder View of a Firm: A Review." Paradigm 11, no. 2 (2007): 67–76. http://dx.doi.org/10.1177/0971890720070211.

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In recent times, there has been an increasing debate between various scholars, researchers, and academicians as regards which approach-shareholder-centric or stakeholder-centric-would be in the long-term interest of on organization. A number of arguments have been put forward both for and against each of these viewpoints. In this article, based on a preliminary literature review, an attempt has been made to highlight the viewpoints of various scholars about each of these approaches. Also, the supremacy of the stakeholder view of the firm as highlighted by many scholars has been identified and

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10

Machan, Tibor R. "Stakeholder vs. shareholder theory of the ethics of corporate management." International Journal of Economics and Business Research 1, no. 1 (2009): 12. http://dx.doi.org/10.1504/ijebr.2009.022762.

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