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Corporate social responsibility in the age of activist directorships
16 references·0 citing·52 second hop
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References

  • 1997Toward a Theory of Stakeholder Identification and Salience: Defining the Principle of Who and What Really Counts5,029 cited
  • 2004Stakeholder Theory and “The Corporate Objective Revisited”2,282 cited
  • 1995Instrumental Stakeholder Theory: A Synthesis of Ethics and Economics1,796 cited
  • 2008Hedge Fund Activism, Corporate Governance, and Firm Performance1,510 cited
  • 2018How Applying Instrumental Stakeholder Theory Can Provide Sustainable Competitive Advantage675 cited
  • 2002Corporate boards and outside stakeholders as determinants of environmental litigation513 cited
  • 2011When the former ceo stays on as board chair: effects on successor discretion, strategic change, and performance394 cited
  • 2016Are Boards Designed to Fail? The Implausibility of Effective Board Monitoring370 cited
  • 2016Thirty years of shareholder activism: A survey of empirical research325 cited
  • 2017Higher Highs and Lower Lows: The Role of Corporate Social Responsibility in CEO Dismissal275 cited
  • 2019On the 2019 Business Roundtable “Statement on the Purpose of a Corporation”271 cited
  • 2014The Quad Model for Identifying a Corporate Director’s Potential for Effective Monitoring: Toward a New Theory of Board Sufficiency265 cited
  • 2021CEO early‐life disaster experience and corporate social performance250 cited
  • 2020Disentangling the effects of hedge fund activism on firm financial and social performance

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193 cited
  • 2018Divided We Fall: How Ratios Undermine Research in Strategic Management179 cited
  • 2020Serving differently: CEO regulatory focus and firm stakeholder strategy173 cited
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