Stakeholder performance implications of corporate responsibility

International Journal of Business Performance Management

Volumn 5, Issue 2-3, 2003, Pages 114-124

  Waddock, Sandra ^a  

^a BOSTON COLLEGE   (United States)

Author keywords

Corporate citizenship; corporate responsibility; integrity; stakeholder performance; stakeholder relationships

Indexed keywords

EID: 33646200990     PISSN: 13684892     EISSN: 17415039     Source Type: Journal    
DOI: 10.1504/ijbpm.2003.003262     Document Type: Article

References (49)

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6. For a complete exposition of these forces, see Waddock, S., Bodwell, C. and Graves, S.B. (2002) ‘Responsibility: the new business imperative’, Academy of Management Executive, May, Vol. 16, No. 2, pp.132–148.
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10. Or committing what Freeman calls the separation thesis, see Freeman, R.E. (1999) ‘Divergent stakeholder theory’, Academy of Management Review, Vol. 24, No. 2, pp.233–236.
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15. Sam Graves and I make this argument about what we term the ‘good management’ thesis, i.e. being responsible to stakeholders and the natural environment simply represents good management.
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