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When few give to many and many give to few: Corporate social responsibility strategies under India's legal mandate
16 references·0 citing·45 second hop
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References

  • 1983The Iron Cage Revisited: Institutional Isomorphism and Collective Rationality in Organizational Fields38,372 cited
  • 1997Toward a Theory of Stakeholder Identification and Salience: Defining the Principle of who and What Really Counts9,467 cited
  • 1999Corporate Social Responsibility6,435 cited
  • 2007Why would corporations behave in socially responsible ways? an institutional theory of corporate social responsibility4,891 cited
  • 2000Prior Knowledge and the Discovery of Entrepreneurial Opportunities4,593 cited
  • 2018Creating Shared Value3,907 cited
  • 2000STRATEGY IN EMERGING ECONOMIES.3,835 cited
  • 2016Understanding and Tackling Societal Grand Challenges through Management Research2,021 cited
  • 2012Corporate Social Responsibility and Shareholder Reaction: The Environmental Awareness of Investors1,742 cited
  • 2011Does it Pay to Be Good...And Does it Matter? A Meta-Analysis of the Relationship between Corporate Social and Financial Performance1,395 cited
  • 1991Agents without Principles? The Spread of the Poison Pill through the Intercorporate Network1,380 cited
  • 2009Managing for stakeholders, stakeholder utility functions, and competitive advantage1,270 cited
  • 1999When Competitive Advantage Doesn't Lead to Performance: The Resource-Based View and Stakeholder Bargaining Power1,216 cited
  • 2002Global Competition, Institutions, and the Diffusion of Organizational Practices: The International Spread of ISO 9000 Quality Certificates

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1,097 cited
  • 2004The Diffusion of Ideas over Contested Terrain: The (Non)adoption of a Shareholder Value Orientation among German Firms910 cited
  • 2012Faking It or Muddling Through? Understanding Decoupling in Response to Stakeholder Pressures867 cited
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