Boards of directors and stakeholder orientation

Journal of Business Ethics

Volumn 11, Issue 2, 1992, Pages 115-123

  Wang, Jia ^a,b   Dewhirst, H Dudley ^a,b  

^a CALIFORNIA STATE UNIVERSITY   (United States)

^b UNIVERSITY OF TENNESSEE   (United States)

Author keywords

[No Author keywords available]

Indexed keywords

EID: 0000333986     PISSN: 01674544     EISSN: 15730697     Source Type: Journal    
DOI: 10.1007/BF00872318     Document Type: Article

References (25)

1. An Empirical Measure of Corporate Social Orientation
2. A Three-Dimensional Conceptual Model of Corporate Social Performance
3. Organizational Performance as an Antecedent of Inside/Outside Chief Executive Succession: An Empirical Assessment
4. Selected Perceptions: A Note on the Identification of Executives
5. Agency Theory: An Assessment and Review
6. Separation of Ownership and Control
7. Perceptions of Socially Responsible Activities and Attitudes: A Comparison of Business School Deans and Corporate Chief Executives
8. Strategic Management
9. Upper Echelons: The Organization as a Reflection of Its Top Managers
10. Turnaround Strategies
11. Corporate Social Performance: Past and Present Areas of Commitment
12. Theory of the Firm: Managerial Behavior, Agency Cost and Ownership Structure
13. The President and the Board of Directors
14. Values and American Manager: An Update
15. Executive Apologies for Price Fixing: Role Biased Perceptions of Causality
16. Boards of Directors and Corporate Financial Performance: A Review and Integration Model