Journal of Business Ethics

, Volume 144, Issue 1, pp 85–101

Towards Understanding Stakeholder Salience Transition and Relational Approach to ‘Better’ Corporate Social Responsibility: A Case for a Proposed Model in Practice

  • Michael O. Erdiaw-Kwasie
  • Khorshed Alam
  • Md. Shahiduzzaman
Article

Abstract

Management and business literature affirm the role played by stakeholders in corporate social responsibility (CSR) practices as crucial, but what constitutes a true business–society partnership remains relatively unexplored. This paper aims to improve scholarly and management understanding beyond the usual managers’ perceptions on salience attributes, to include how stakeholders can acquire missing attributes to inform a meaningful partnership. In doing this, a model is proposed which conceptualises CSR practices and outcomes within the frameworks of stakeholder salience via empowerment, sustainable corporate social performances and partnership quality. A holistic discussion leads to generation of propositions on stakeholder salience management, corporate social performance, corporate–community partnership systems and CSR practices, which have both academic and management implications.

Keywords

Corporate social responsibility Stakeholder salience Stakeholder empowerment Corporate social performance Business–society partnership 

JEL Classification

M14 H7 D21 

References

  1. Abhyankar, S., & Iyer, P. (2001). Why some village water and sanitation committees are better than others. Internal presentation, March 27. World Bank, South Asia Region, Water and Sanitation Program, Washington, D.C.Google Scholar
  2. Agle, B. R., Mitchell, R. K., & Sonnenfeld, J. A. (1999). Who matters to CEOs? An investigation of stakeholder attributes and salience, corporate performance, and CEO values. Academy of Management Journal, 42(5), 507–525.CrossRefGoogle Scholar
  3. Aid, Christian. (2004). Behind the mask: The real face of CSR. London: Christian Aid.Google Scholar
  4. Alsop, R., & Heinsohn, N. (2005). Measuring empowerment in practice: Structuring analysis and framing indicators. Policy Research Working Paper No. 3510. World Bank, USA.Google Scholar
  5. Anderson, D., Guthrie, T., & Schirle, R. (2002). A nursing model of community organization for change. Public Health Nursing, 19, 40–46.CrossRefGoogle Scholar
  6. Andrade, A. D. (2009). Interpretive research aiming at theory building: Adopting and adapting the case study design. The Qualitative Report, 14(1), 42–60.Google Scholar
  7. Australian Centre for Corporate Social Responsibility (ACCSR). (2013). The state of CSR in Australia and New Zealand. Annual Review 2012/2013 Report. Melbourne.Google Scholar
  8. Azlan, A., Mustaffa, M. Z., Maliah, S., Tapan, S., & Say, K. O. (2013). Empowering society for better corporate social responsibility: The case of Malaysia. Kajian Malaysia, 31(1), 57–78.Google Scholar
  9. Barrick Mining [Internet]. (2012). A framework of remediation initiatives in response to violence against women in the Porgera Valley. Retrieved May 20, 2015, from http://www.barrick.com/files/porgera/Porgera-Backgrounder-Framework-of-remediation-initiatives.pdf.
  10. Berkun, S. (2005). The art of project management. Sebastopol, CA: O’Reilly Media.Google Scholar
  11. Beslin, R., & Reddin, C. (2004). How leaders can communicate to build trust. Ivey Business Journal, 69(2), 1–6.Google Scholar
  12. Bhattacharya, C. B., Korschun, D., & Sen, S. (2009). Strengthening stakeholder-company relationships through mutually beneficial corporate social responsibility initiatives. Journal of Business Ethics, 85, 257–272.CrossRefGoogle Scholar
  13. Blackstock, K. L., Kelly, G. J., & Horsey, B. L. (2007). Developing and applying a framework to evaluate participatory research for sustainability. Ecological Economics, 60, 726–742.CrossRefGoogle Scholar
  14. Blowfield, M., & Googins, B. K. (2006). Set up: A call for business leadership in society (Monograph). Chestnut Hill, MA: The Boston College Center for Corporate Citizenship.Google Scholar
  15. Bowen, F., Newenham-Kahindi, A., & Herremans, I. (2010). When suits meet roots: The antecedents and consequences of community engagement strategy. Journal of Business Ethics, 95(2), 297–318.CrossRefGoogle Scholar
  16. Bridge, G. (2004). Contested terrain: Mining and the environment. Annual Review of Environmental Resources, 29, 205–259.CrossRefGoogle Scholar
  17. Business Partners for Development (BPD). (2002). Putting partnering to work: Tri-sector partnership results and recommendations (1998–2001). London: Business Partners for Development.Google Scholar
  18. Buss, T. F., Marcela, T., & Redburn, F. S. (2011). Economic development, citizen participation. In Encyclopedia of public administration and public policy (2nd ed., pp. 569–576). London: Taylor & Francis.Google Scholar
  19. Buxton, A. (2012). MMSD+10: Reflecting on a decade. IIED Discussion Paper. London: International Institute for Environment and Development.Google Scholar
  20. Buxton, A., & Wilson, E. (2013). FPIC and the extractive industries: A guide to applying the spirit of free, prior and informed consent in industrial projects. London: International Institute for Environment and Development.Google Scholar
  21. Carroll, A. B. (1979). A three-dimensional conceptual model of corporate performance. Academy of Management Review, 4(4), 497–505.Google Scholar
  22. Carroll, A. B. (1991). The pyramid of corporate social responsibility: Toward the moral management of organizational stakeholders. Business Horizon, 34, 39–48.CrossRefGoogle Scholar
  23. Cennamo, C., Berrone, P., & Gomez-Mejia, L. R. (2009). Does stakeholder management have a dark side? Journal of Business Ethics, 89, 491–507.CrossRefGoogle Scholar
  24. Coelho, P. R. P., McLure, J. E., & Spry, J. A. (2003). The social responsibility of corporate management: A classical critique. Mid-American Journal of Business, 18(1), 15–24.CrossRefGoogle Scholar
  25. Commission of the European Communities. (2003). What is corporate social responsibility (CSR)? Retrieved October 23, 2013, from http://europa.eu.int/comm/employment_social/soc-dial/csr/csr_whatiscsr.htm.
  26. Crane, A., & Ruebottom, T. (2011). Stakeholder theory and social identity: Rethinking stakeholder identification. Journal of Business Ethics, 102(1), 77–87.CrossRefGoogle Scholar
  27. Currie, R., Seaton, S., & Wesley, F. (2009). Determining stakeholders for feasibility analysis. Annals of Tourism Research, 36(1), 41–63.CrossRefGoogle Scholar
  28. Czuba, C. E., & Page, N. (1999). Empowerment: What is it? Journal of Extension, 37(5), 1–5.Google Scholar
  29. Dacin, M. T., Goodstein, J., & Scott, W. R. (2002). Institutional theory and Institutional change: Introduction to the special research forum. Academy of Management Journal, 45(1), 45–56.CrossRefGoogle Scholar
  30. Dahl, R. A. (1957). The concept of power. Behavioral Science, 2, 201–215.CrossRefGoogle Scholar
  31. DiMaggio, P., & Powell, W. W. (1983). The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields. American Sociological Review, 48, 147–160.CrossRefGoogle Scholar
  32. Erdem, T., & Swait, J. (2004). Brand credibility, brand consideration and choice. Journal of Consumer Research, 31, 191–198.CrossRefGoogle Scholar
  33. Erdiaw-Kwasie, M. O., Dinye, R. D., & Abunyewah, M. (2014a). Impacts of mining on the natural environment and wellbeing of mining-fringe communities in Prestea, Ghana. Greener Journal of Social Sciences, 4(3), 108–122.CrossRefGoogle Scholar
  34. Erdiaw-Kwasie, M. O., Khorshed, A., & Shahiduzzaman, Md. (2014c). Bettering corporate social responsibility through empowerment and effective engagement practices: An Australian mining perspective. In C. Higgins & J. R. Hendry (Eds.), Proceedings of the twenty-fifth annual meeting of the International Association for Business and Society (pp. 140–150).Google Scholar
  35. Erdiaw-Kwasie, M. O., Khorshed, A., & Shahiduzzaman, Md. (2014b). Engagement, empowerment and rural mining communities. In M. Keppell & S. Reushie (Eds.), Proceedings of the digital rural futures conference (pp. 36–37). Toowoomba: University of Southern Queensland.Google Scholar
  36. Esteves, A. M., & Barclay, M. A. (2011). New approaches to evaluating the performance of corporate-community partnerships: A case study from the minerals sector. Journal of Business Ethics, 103, 189–202.CrossRefGoogle Scholar
  37. Esteves, A. M., & Vanclay, F. (2009). Social development needs analysis as a tool for SIA to guide corporate-community investment: Applications in the minerals industry. Environmental Impact Assessment Review, 29(2), 137–145.CrossRefGoogle Scholar
  38. Esteves, A. M., Franks, D., & Vanclay, F. (2012). Social impact assessment: The state of the art. Impact Assessment & Project Appraisal, 30(1), 35–44.CrossRefGoogle Scholar
  39. FitzGerald, N., & Cormack, M. (2006). The role of business in society—An agenda for action. The Conference Board, Harvard University CSR Initiative and IBL Forum Report, United States.Google Scholar
  40. Foster, D., & Jonker, J. (2005). Stakeholder relationships: The dialogue of engagement. Corporate Governance, 5(5), 51–57.CrossRefGoogle Scholar
  41. Franks, D. (2012). Social impact assessment of resource projects. Australian Aid.Google Scholar
  42. Franks, D., & Vanclay, F. (2013). Social Impact Management Plans: Innovation in corporate and public policy. Environmental Impact Assessment Review, 43, 40–48.CrossRefGoogle Scholar
  43. Freeman, R. E. (1994). The politics of stakeholder theory: Some future directions. Business Ethics Quarterly, 4(4), 409–429.CrossRefGoogle Scholar
  44. Freeman, R. E., Harrison, J., Wicks, A., Parmar, B., & de Colle, S. (2010). Stakeholder theory: The state of the art. Cambridge: Cambridge University Press.CrossRefGoogle Scholar
  45. Friedman, A., & Miles, S. (2006). Stakeholders: Theory and practice. New York: Oxford University Press.Google Scholar
  46. Frooman, J. (1999). Stakeholder influence strategies. Academy of Management Review, 24, 191–205.Google Scholar
  47. Frynas, J. G. (2001). Corporate and state responses to anti-oil protests in the Niger Delta. African Affairs, 100(398), 27–54.CrossRefGoogle Scholar
  48. Fulmer, A. S. M., Snodgrass, G. A., & Neff, P. (2008). Indigenous rights, resistance, and the law: Lessons from a Guatemalan mine. Latin American Politics and Society, 50(4), 91–121.CrossRefGoogle Scholar
  49. Gray, B., & Stites, J. (2013). Sustainability through partnerships: Capitalizing on collaboration. Network for Business Sustainability. Retrieved July 27, 2015, from http://nbs.net/publications/execut.
  50. Greenwood, M. (2007). Stakeholder engagement beyond the myth of corporate responsibility. Journal of Business Ethics, 74, 315–327.CrossRefGoogle Scholar
  51. Haalboom, B. (2012). The intersection of corporate social responsibility guidelines and Indigenous rights: Examining neoliberal governance of a proposed mining project in Suriname. Geoforum, 43, 969–979.CrossRefGoogle Scholar
  52. Hanna, P., Vanclay, F., Langdon, E. J., & Arts, J. (2014). Improving the effectiveness of impact assessment pertaining to Indigenous peoples in the Brazilian environmental licensing procedure. Environmental Impact Assessment Review, 46, 58–67.CrossRefGoogle Scholar
  53. Hellmueller, L., & Trilling, D. (2012). The credibility of credibility measures: A meta-analysis in leading communication journals, 1951 to 2011. In Comunicación presentada en el WAPOR 65th annual conference, Hong Kong.Google Scholar
  54. Henderson, D. (2001). Misguided virtue: False notion of corporate social responsibility. New Zealand Business Roundtable. Wellington: The Terrace.Google Scholar
  55. Holme, R., & Watts, P. (2000). Corporate social responsibility: Making good business sense. Geneva: World Business Council for Sustainable Development.Google Scholar
  56. Huijstee, M., & Glasbergen, P. (2008). The practice of stakeholder dialogue between multinationals and NGOs. Corporate Social Responsibility and Environmental Management, 15, 298–310.CrossRefGoogle Scholar
  57. Human Rights Watch [Internet]. (2011). Gold’s costly dividend. Retrieved May 20, 2015, from http://www.hrw.org/en/reports/2011/02/01/gold-s-costly-dividend.
  58. Humphreys, D. (2000). A business perspective on community relations in mining. Resources Policy, 26(3), 127–131.CrossRefGoogle Scholar
  59. ICMM. (2006). United Nations conference on trade and development (UNCTAD) & The World Bank. Resource Endowment Initiative. Retrieved July 19, 2014, from http://www.icmm.com/resourceendowment.
  60. ICMM. (2011). Mining: Partnerships for development tool kit. Retrieved June 15, 2014, from http://www.icmm.com/document/2248.
  61. ICMM. (2012). Community development tool kit. Retrieved May 13, 2014, from http://www.icmm.com/content/download?version=preview&documentId=3956.
  62. Idemudia, U. (2007). Corporate partnership and community development in the Nigerian oil industry: Strengths and limitations. Market, Business and Regulation Paper No. 2. Geneva: UNRISD.Google Scholar
  63. Idemudia, U. O., & Ite, U. E. (2006). Corporate–community relations in Nigeria’s oil industry: Challenges and imperatives. Corporate Social Responsibility and environmental management, 14(3), 194–206.CrossRefGoogle Scholar
  64. International Council on Mining and Metals (ICMM). (2013). Indigenous peoples and mining position statement (2013th ed.). London: International Council on Mining and Metals.Google Scholar
  65. International Institute on Environment and Development (IIED). (2002). Breaking new ground: Mining minerals and sustainable development. Retrieved May 13, 2014, from http://pubs.iied.org/pdfs/9084IIED.pdf.
  66. International Standards Organisation (ISO). (2010). ISO 26000 project overview. Retrieved November 20, 2013, from http://www.iso.org/iso/iso_catalogue/management_and_leadership_standards/social_Responsibility/sr_iso26000_overview.htm.
  67. IPIECA. (2012). Indigenous peoples and the oil and gas industry: Context, issues and emerging good practice. London: IPIECA.Google Scholar
  68. Irvine, H. (2011). From go to woe: How a not-for-profit managed the change to accrual accounting. Accounting, Auditing & Accountability Journal, 24(7), 824–847.CrossRefGoogle Scholar
  69. Kemp, D., & Owen, J. R. (2013). Mining and community relations: Core to business but not core business. Resource Policy, 38, 523–531.CrossRefGoogle Scholar
  70. Kemp, D., & Vanclay, F. (2013). Human rights and impact assessment: Clarifying the connections in practice. Impact Assessment & Project Appraisal, 31(2), 86–96.CrossRefGoogle Scholar
  71. Koten, J. A. (2004). Building trust: Leading CEOs speak out—How they create it, strengthen it, and sustain it. New York: Page Society Inc.Google Scholar
  72. Lappe, F. M., & Dubois, P. M. (1994). The quickening of America: Rebuilding our nation, remaking our lives. San Francisco: Jossey-Bass Inc.Google Scholar
  73. Laverack, G. (2001). An identification and interpretation of the organizational aspects of community empowerment. Community Development Journal, 36(2), 134–145.CrossRefGoogle Scholar
  74. Leisinger, K. (2007). Capitalism with a human face: The UN Global Compact. Journal of Corporate Citizenship, 28, 113–132.CrossRefGoogle Scholar
  75. Linnenluecke, M. K., & Griffiths, A. (2010). Corporate sustainability and organizational culture. Journal of World Business, 45(4), 357–366.CrossRefGoogle Scholar
  76. Maden, C., Arikan, E., Telci, E. E., & Kantur, D. (2012). Linking corporate social responsibility to corporate reputation: A study on understanding behavioral consequences. Procedia—Social and Behavioral Sciences, 58, 655–664.CrossRefGoogle Scholar
  77. Mäkelä, H., & Näsi, S. (2010). Social responsibilities of MNCs in downsizing operations: A Finnish forest sector case analysed from the stakeholder, social contract and legitimacy theory point of view. Accountability and Auditing Journal, 23(2), 149–174.CrossRefGoogle Scholar
  78. McBeth, A. (2008). Crushed by an Anvil: A case study on responsibility for human rights in the extractive sector. Yale Human Rights and Development Legal Journal, 11, 127–166.Google Scholar
  79. McWilliams, A., Siegel, D., & Wright, P. M. (2006). Corporate social responsibility: Strategic implications. Journal of Management Studies, 43(1), 1–18.CrossRefGoogle Scholar
  80. Ministerial Council on Mineral and Petroleum Resources (MCMPR). (2005). Principles of engagement with communities and stakeholders. Canberra: MCMPR.Google Scholar
  81. Mitchell, R. K., Agle, B. R., & Wood, D. J. (1997). Toward a theory of stakeholder identification and salience: Defining the principle of who and what really counts. Academy of Management Review, 22(4), 853–886.Google Scholar
  82. MMSD. (2002). Breaking new ground: The report of the mining, minerals and sustainable development project. London: Earthscan Publications Ltd.Google Scholar
  83. Monfardini, P., Barretta, A. D., & Ruggiero, P. (2013). Seeking legitimacy: Social reporting in the healthcare sector. Accounting Forum, 37(1), 54–66.CrossRefGoogle Scholar
  84. Moon, J. (2001). Business social responsibility: A source of social capital? Reason in practice. Journal of Philosophy of Management, 1(3), 385–408.Google Scholar
  85. Narayan, D. (2002). Empowerment and poverty reduction. Washington, DC: World Bank.Google Scholar
  86. Neville, B. A., & Menguc, B. (2006). Stakeholder multiplicity: Toward an understanding of the interactions between stakeholders. Journal of Business Ethics, 66, 377–391.CrossRefGoogle Scholar
  87. Noland, J., & Phillips, R. (2010). Stakeholder engagement, discourse ethics and strategic management. International Journal of Management Reviews, 12, 39–49.CrossRefGoogle Scholar
  88. Nolin, C., & Stephens, J. (2010). ‘We have to protect the investors’: Development & Canadian mining companies in Guatemala. Journal of Rural Community Development, 5(3), 37–70.Google Scholar
  89. O’Higgins, E. R. E. (2010). Corporations, civil society, and stakeholders: An organizational conceptualization. Journal of Business Ethics, 94(2), 157–176.CrossRefGoogle Scholar
  90. O’Riordan, L., & Fairbrass, J. (2008). Corporate social responsibility: Models and theories in stakeholder dialogue. Journal of Business Ethics, 83(4), 745–758.CrossRefGoogle Scholar
  91. Oates, G., & Kloot, L. (2013). Corporatized public land development bodies in Australia: Who are the stakeholders and why are they important? International Journal of Public Administration, 37(3), 163–173.CrossRefGoogle Scholar
  92. Ogilvie, L., Allen, M., Laryea, J., & Opare, M. (2003). Building capacity through a collaborative international nursing project. Journal of Nursing Scholarship, 35, 113–118.CrossRefGoogle Scholar
  93. Oliver, C. (1991). Strategic responses to institutional processes. Academy of Management Review, 15, 145–179.CrossRefGoogle Scholar
  94. Owen, J. R., & Kemp, D. (2013). Social license and mining: A critical perspective. Resources Policy, 38(1), 29–35.CrossRefGoogle Scholar
  95. Owen, J. R., & Kemp, D. (2014). Mining and community relations: Mapping the internal dimensions of practice. Extractive Industry and Society, 1, 12–19.CrossRefGoogle Scholar
  96. Parent, M. M., & Deephouse, D. L. (2007). A case study of stakeholder identification and prioritization by managers. Journal of Business Ethics, 75, 1–23.CrossRefGoogle Scholar
  97. Pedersen, E. R. (2006). Making corporate social responsibility (CSR) operable: How companies translate stakeholder dialogue into practice. Business and Society Review, 111(2), 137–163.CrossRefGoogle Scholar
  98. Pettit, J. (2012). Getting to grips with power: Action learning for social change in the UK. IDS Bulletin, 43(3), 11–26.CrossRefGoogle Scholar
  99. Pfeffer, J. (1981). Power in organizations. Marshfield, MA: Pitman.Google Scholar
  100. Phillips, R. (2003). Stakeholder legitimacy. Business Ethics Quarterly, 13(1), 25–41.CrossRefGoogle Scholar
  101. Porter, M. E., & Kramer, M. R. (2011). Creating shared value. Harvard Business Review, 89(1/2), 62–77.Google Scholar
  102. Post, J., Preston, L., & Sachs, S. (2002). Redefining the corporation: Stakeholder management and organizational wealth. Stanford, CA: Stanford University Press.Google Scholar
  103. Prno, J., & Slocombe, S. D. (2012). Exploring the origins of ‘social license to operate’ in the mining sector: Perspectives from governance and sustainability theories. Resources Policy, 37(3), 346–357.CrossRefGoogle Scholar
  104. Rees, C., Davis, R., & Kemp, D. (2012). Corporate culture and conflict management in extractive industries. Harvard: Harvard Kennedy School Press.Google Scholar
  105. Reimann, F., Ehrgott, M., Kaufmann, L., & Carter, C. R. (2012). Local stakeholders and local legitimacy: MNEs’ social strategies in emerging economies. Journal of International Management, 18(1), 1–17.CrossRefGoogle Scholar
  106. Roloff, J. (2008a). A life cycle model of multi-stakeholder networks. Business Ethics: A European Review, 17, 311–325.CrossRefGoogle Scholar
  107. Roloff, J. (2008b). Learning from multi-stakeholder networks: Issue-focused stakeholder management. Journal of Business Ethics, 82, 233–250.CrossRefGoogle Scholar
  108. Rossouw, G. (2005). Business ethics and corporate governance: A global survey. Business and Society, 44(1), 32–39.CrossRefGoogle Scholar
  109. Rousseau, D., Sitkin, S. B., Burt, R. S., & Camerer, C. (1998). Introduction to special topic forum. Not so different after all: A cross-discipline view of trust. Academy Management Review, 23(3), 393–404.CrossRefGoogle Scholar
  110. Sachs, J. L., Mueller, U. G., Wilcox, T. P., & Bull, J. J. (2004). The evolution of cooperation. Quarterly Review of Biology, 79, 135–160.CrossRefGoogle Scholar
  111. Saegaert, S. (2006). Building civic capacity in urban neighbourhoods: An empirically grounded anatomy. Journal of Urban Affairs, 28(3), 275–294.CrossRefGoogle Scholar
  112. Santana, A. (2012). Three elements of stakeholder legitimacy. Journal of Business Ethics, 105(2), 257–265.CrossRefGoogle Scholar
  113. Scott, W. R. (1995). Institutions and organizations. Thousand Oaks, CA: Sage Publications.Google Scholar
  114. Sidorenko, A. (2006). Empowerment and participation in policy action on ageing. UN Program on Ageing. Unpublished paper presented at the international design for all conference, Rovaniemi, Finland.Google Scholar
  115. Slack, K. (2011). The role of mining in the economies of developing countries: Time for a new approach. In J. P. Richards (Ed.), Mining society, and a sustainable world (pp. 75–89). New York: Springer.Google Scholar
  116. Smith, J. D. (2004). A précis of a communicative theory of the firm. Business Ethics: A European Review, 13, 317–331.CrossRefGoogle Scholar
  117. Steurer, R. (2006). Mapping stakeholder theory anew: From the ‘stakeholder theory of the firm’ to three perspectives on business-society relations. Business Strategy and the Environment, 15, 55–69.CrossRefGoogle Scholar
  118. Suchman, M. C. (1995). Managing legitimacy: Strategic and institutional approaches. Academy of Management Review, 20, 571–610.Google Scholar
  119. Svendsen, A. C., Boutilier R. G., Abbott, R. M., & Wheeler, D. (2001). Measuring the business value of stakeholder relationships part one. The Centre for Innovation in Management. Retrieved February 20, 2014, from http://www.stakeholder360.com/C7.htm.
  120. Tempel, A., & Walgenbach, P. (2007). Global standardization of organizational forms and management practices? What new institutionalism and the business systems approach can learn from each other. Journal of Management Studies, 44, 1–24.CrossRefGoogle Scholar
  121. Touron, P. (2005). The adoption of US GAAP by French firms before the creation of the International Accounting Standard Committee: An institutional explanation. Critical Perspectives on Accounting, 16(6), 851–873.CrossRefGoogle Scholar
  122. United Nations Human Rights (UNHR). (2011). Guiding principles on business and human rights: Implementing the United Nations “Protect, Respect and Remedy” Framework. New York: United Nations.Google Scholar
  123. UNPFII. (2005). International workshop on methodologies regarding FPIC and Indigenous peoples. UN Permanent Forum on Indigenous Issues. E/C.19/2005/3. Retrieved May 21, 2015, from http://www.un.org/esa/socdev/unpfii/documents/workshop_PRIPIC_Report.pdf.
  124. Vanclay, F. (2003). International principles for social impact assessment. Impact Assessment and Project Appraisal, 21(1), 5–11.CrossRefGoogle Scholar
  125. Vanclay, F., Esteves, A. M., Aucamp, I., & Franks, D. (2015). Social Impact Assessment: Guidance for assessing and managing the social impacts of projects. Fargo, ND: International Association for Impact Assessment.Google Scholar
  126. Waddock, S., & Graves, S. (1997). Quality of management and quality of stakeholder relations: Are they synonymous? Business and Society Review, 36(3), 250.CrossRefGoogle Scholar
  127. Waddock, S., & Smith, N. (2000). Relationships: The real challenge of corporate global citizenship. Business and Society Review, 105(1), 47–62.CrossRefGoogle Scholar
  128. Weber, M. (1946). In H.H. Gerth & C.W. Mills (Eds.), From Max Weber. New York: Oxford University Press.Google Scholar
  129. Werhane, P. H., & Freeman, R. E. (1999). Business ethics: The state of the art. International Journal of Management Reviews, 1(1), 1–16.CrossRefGoogle Scholar
  130. Wettstein, F. (2012). CSR and the debate on business and human rights: Bridging the great divide. Business Ethics Quarterly, 22(4), 739–770.CrossRefGoogle Scholar
  131. Wheeler, D., Fabig, H., & Boele, R. (2002). Paradoxes and dilemmas for stakeholder responsive firms in the extractive sector: Lessons from the case of Shell and the Ogoni. Journal of Business Ethics, 38, 297–318.CrossRefGoogle Scholar
  132. Williams, R., & Walton, A. (2013). The social license to operate and coal seam gas development. A literature review report to the Gas Industry Social and Environmental Research Alliance (GISERA). CSIRO: Canberra.Google Scholar
  133. Wood, D. J., & Gray, B. (1991). Towards a comprehensive theory of collaboration. The Journal of Applied Behavioral Science, 27, 139–162.CrossRefGoogle Scholar
  134. World Business Council for Sustainable Development (WBCSD). (2000). Corporate social responsibility: Making good business sense. Geneva: World Business Council for Sustainable Development.Google Scholar
  135. Yang, C. L., & Modell, S. (2013). Power and performance: Institutional embeddedness and performance management in a Chinese local government organization. Accounting, Auditing & Accountability Journal, 26(1), 101–132.CrossRefGoogle Scholar
  136. Yaziji, M., & Doh, J. (2009). NGOs and corporations: Conflict and collaboration. Cambridge: Cambridge University Press.CrossRefGoogle Scholar
  137. Zandvliet, L., & Anderson, M. B. (2009). Getting it right: Making corporate-community relations work. Sheffield: Greenleaf Publishing.Google Scholar

Copyright information

© Springer Science+Business Media Dordrecht 2015

Authors and Affiliations

  • Michael O. Erdiaw-Kwasie
    • 1
  • Khorshed Alam
    • 1
  • Md. Shahiduzzaman
    • 2
  1. 1.School of Commerce, Faculty of Business, Education, Law & Arts, Australian Centre for Sustainable Business and DevelopmentUniversity of Southern QueenslandToowoombaAustralia
  2. 2.Australian Centre for Sustainable Business and DevelopmentUniversity of Southern QueenslandToowoombaAustralia

Personalised recommendations