John F. Mahon

The Corporate Social Performance and Corporate Financial Performance Debate: Twenty-Five Years of Incomparable Research

This article extends earlier research concerning the relationship between corporate social performance and corporate financial performance, with particular emphasis on methodological inconsistencies. Research in this area is extended in three critical areas. First, it focuses on a particular industry, the chemical industry. Second, it uses multiple sources of data-two that are perceptual based (KLD Index and Fortune reputation survey), and two that are performance based (TRI database and corporate philanthropy) in order to triangulate toward assessing corporate social performance. Third, it uses the five most commonly applied accounting measures in the corporate social performance and corporate financial performance (CSP/CFP) literature to assess corporate financial performance. The results indicate that the a priori use of measures may actually predetermine the CSP/CFP relationship outcome. Surprisingly, Fortune and KLD indices very closely track one another, whereas TRI and corporate philanthropy differentiate between high and low social performers and do not correlate to the firms financial performance.

Corporate Reputation: A Research Agenda Using Strategy and Stakeholder Literature

This article explores three literature bases in some depth: strategy, stakeholder/ social issues, and the newly emergingworks in reputation. The focus is on the potential research and practical overlaps that exist in these literatures. A model of reputation is developed that highlights these research opportunities for scholars in all three endeavors. Amodel of reputation formation is developed that can be used for further study and action. Throughout the analysis, various research avenues are suggested for active consideration.

Toward a Substantive Definition of the Corporate Issue Construct: A Review and Synthesis of the Literature

This article works toward a more meaningful answer to the question, What is a corporate issue? The article builds from existing literature in business strategy, public policy, and business and society. It synthesizes and integrates this literature and then expands the major points. The result is a reformulated definition of the corporate issue construct that enhances theory building and research activities in the area of issues management.

Strategic Issues Management: An Integration of Issue Life Cycle Perspectives

This paper explores, in depth models of issues management and uses public policy, corporate strategy, process models and multiple perspectives to understand the evolution of issues management and how organizations can strategically respond to, and manage, issues. The paper concludes with empirical considerations and a research agenda for the future.

Strategic alliances: Gateway to the new Europe?

Abstract A form of corporate renewal, strategic alliances are attractive in the context of the Single European Market. With the prospect of a more unified Europe, the development of alliances among firms without an established manufacturing and service operation in Europe is more urgent than ever. The potential for a ‘two-track’ programme for Europe also suggests that firms located in nations from both tracks. However, before taking the plunge, companies should assess the longer term implications of any alliance. Not all alliances are the same, and many alliances are of only limited duration. What types of alliances are possible? and what forces lead to their formation and dissolution? This article addresses these questions and, what they mean for strategic alliance activity in Europe in the 1990s.

Modeling Industry Political Dynamics

The purpose of this article is to extend from the business and society research focus on corporate political strategy and to factor this emphasis into business strategy thinking. The approach taken is to incorporate business and society concepts into a model that parallels Michael Porters well-known Five Forces Model of business strategy. The applicability of the parallel model for practitioners and academics is then illustrated by using the model to analyze the television violence issue.

The Public Affairs Function

Corporate public affairs is a relatively young staff function. As such, its management is a challenge to both staff specialists and the general managers who oversee its role within the organization. This article examines the management dimensions of the public affairs field and discusses the responsibilities and alternatives to senior general managers in shaping the public affairs function.

The public affairs function in American corporations: Development and relations with corporate planning

Abstract The increase of social and political turbulence has led to the development of new organizational response mechanisms. Public affairs units are among the most widely adopted forms in U.S. companies. This paper reports findings from a major research study of the public affairs function in American corporations. Analysis of the public affairs function in several hundred firms strongly suggests that a critical stage in the organizations response to environmental change involves the integration of the corporate planning and public affairs perspective. This paper reviews data from the study and discusses the planning/public affairs relationship in terms of survey and case research data.

Painting a Portrait A Reply

This is a reply to the Research Note by Roman, Hayibor, and Agle in this issue. In this reply, the authors offer some constructive criticism of their analysis in an attempt to continue and further the debate on the relationship between corporate financial and social performance.

Nimble Knowledge Transfer in High Velocity/Turbulent Environments

Purpose – This paper aims to clarify the relationship between explicit and tacit knowledge in specific organizational environments. It seeks to explore processes and strategies currently being deployed as best practices in the military to see what can be learnt from them and to improve the use of knowledge assets in large‐scale organizations in high‐velocity and/or turbulent environments.Design/methodology/approach – High velocity/turbulent environments are defined. The paper uses examples from the public sector and the private sector and provides a model for knowledge management in high velocity/turbulent environments (HVTE) and offers several propositions for further exploration.Findings – The paper provides insights into how and why tacit knowledge is more important to decision making and strategic positioning in high velocity/turbulent environments. The complexity of knowledge management is enormous.Practical implications – What the authors learned from the military can serve as lessons for businesses...