Advanced Search

Journal Navigation

Journal Home

Subscriptions

Archive

Contact Us

Table of Contents

CiteULike is a free service for managing and discovering scholarly references - click here to get started.

Sign In to gain access to subscriptions and/or personal tools.
Business & Society
This Article
Right arrow Full Text (PDF)
Right arrow References
Right arrow Alert me when this article is cited
Right arrow Alert me if a correction is posted
Right arrow Citation Map
Services
Right arrow Email this article to a friend
Right arrow Similar articles in this journal
Right arrow Alert me to new issues of the journal
Right arrow Add to Saved Citations
Right arrow Download to citation manager
Right arrowRequest Permissions
Right arrow Request Reprints
Right arrow Add to My Marked Citations
Citing Articles
Right arrow Citing Articles via HighWire
Right arrow Citing Articles via Google Scholar
Right arrow Citing Articles via Scopus
Google Scholar
Right arrow Articles by Welcomer, S. A.
Right arrow Articles by Haggerty, M.
Right arrow Search for Related Content
Social Bookmarking
Add to CiteULike   Add to Complore   Add to Connotea   Add to Del.icio.us   Add to Digg   Add to Reddit   Add to Technorati   Add to Twitter  
What's this?

Constructing a Web

Effects of Power and Social Responsiveness on Firm-Stakeholder Relationships

Stephanie A. Welcomer

University of Maine

Philip L. Cochran

Indiana University

Gordon Rands

Western Illinois University

Mark Haggerty

University of Maine

In this single industry study, the authors examine relationships between forest products companies in Maine and their stakeholders. The research question, why do firms work with stakeholders, is examined from both instrumental and normative perspectives. Specifically, it is hypothesized that stakeholder power and corporate social responsiveness affect the degree to which firms have working relationships with stakeholders. The study found support for the impact of the firm’s perception of stakeholder power on the strength of its relationships with stakeholders. Most notably, it also found support for the firm’s corporate social responsiveness on the strength of its stakeholder relations, indicating that firms do work with stakeholders from both instrumental and normative bases.

Key Words: social responsibility • social responsiveness • business ethics • stakeholder management • forest products industry • collaboration • environmental regulation • Maine

Business & Society, Vol. 42, No. 1, 43-82 (2003)
DOI: 10.1177/0007650302250502
Add to CiteULike CiteULike   Add to Complore Complore   Add to Connotea Connotea   Add to Del.icio.us Del.icio.us   Add to Digg Digg   Add to Reddit Reddit   Add to Technorati Technorati   Add to Twitter Twitter    What's this?


This article has been cited by other articles:


Home page
 Business SocietyHome page
S. Vallentin
Private Management and Public Opinion: Corporate Social Responsiveness Revisited
Business Society, March 1, 2009; 48(1): 60 - 87.
[Abstract] [PDF]

Home page
 Business SocietyHome page
G. Eweje
The Role of MNEs in Community Development Initiatives in Developing Countries: Corporate Social Responsibility at Work in Nigeria and South Africa
Business Society, June 1, 2006; 45(2): 93 - 129.
[Abstract] [PDF]

Home page
 Business SocietyHome page
S. Brammer and A. Millington
Stakeholder Pressure, Organizational Size, and the Allocation of Departmental Responsibility for the Management of Corporate Charitable Giving
Business Society, September 1, 2004; 43(3): 268 - 295.
[Abstract] [PDF]

Home page
 Business SocietyHome page
K. D. Butterfield, R. Reed, and D. J. Lemak
An Inductive Model of Collaboration From the Stakeholder's Perspective
Business Society, June 1, 2004; 43(2): 162 - 195.
[Abstract] [PDF]