James E Mattingly
Title
Cited by
Cited by
Year
Measurement of corporate social action: Discovering taxonomy in the Kinder Lydenburg Domini ratings data
JE Mattingly, SL Berman
Business & Society 45 (1), 20-46, 2006
7362006
Corporate social performance: A review of empirical research examining the corporation–society relationship using Kinder, Lydenberg, Domini social ratings data
JE Mattingly
Business & Society 56 (6), 796-839, 2017
862017
Stakeholder salience, structural development, and firm performance: Structural and performance correlates of sociopolitical stakeholder management strategies
JE Mattingly
Business & Society 43 (1), 97-114, 2004
502004
Public-interest groups as stakeholders: A ‘stakeholder salience’explanation of activism
JE Mattingly, DW Greening
Unfolding stakeholder thinking, 267-279, 2017
322017
Governance implications of the effects of stakeholder management on financial reporting
JE Mattingly, SA Harrast, L Olsen
Corporate Governance: The international journal of business in society, 2009
232009
How to become your own worst adversary: Examining the connection between managerial attributions and organizational relationships with public interest stakeholders
JE Mattingly
Journal of Public Affairs: An International Journal 7 (1), 7-21, 2007
222007
Who gets to decide? The role of institutional logics in shaping stakeholder politics and insurgency
JE Mattingly, HT Hall
Business and Society Review 113 (1), 63-89, 2008
192008
Redefining the corporation: Stakeholder management and organizational wealth
JE Mattingly
Academy of Management Review 29 (3), 520-523, 2004
162004
Radar Screens, astroturf, and dirty work: A qualitative exploration of structure and process in corporate political action
JE Mattingly
Business and Society Review 111 (2), 193-221, 2006
142006
The relation between accounting conservatism and corporate social performance: An empirical investigation
RN Francis, S Harrast, J Mattingly, L Olsen
Business and Society Review 118 (2), 193-222, 2013
112013
Decoding the signal effects of job candidate attraction to corporate social practices
S Sorenson, JE Mattingly, FK Lee
Business and Society Review 115 (2), 173-204, 2010
82010
Performance Outcomes of Investing Slack Resources in Corporate Social Responsibility
JE Mattingly, L Olsen
Journal of Leadership & Organizational Studies 25 (4), 481-498, 2018
32018
Social Issues in Management division dissertation award competition for 2010: Acknowledging exemplary research processes and outcomes in doctoral study
JE Mattingly
Business & Society 50 (3), 513-517, 2011
32011
Corporate social performance orientations: An exploratory investigation of dimensionality and taxonomy underlying the kld company profiles database
JE Mattingly, DW Greening
Proceedings of the International Association for Business and Society 13 …, 2002
32002
NGO politics and insurgency: Examining institutional structures and change processes of NGO influences
H Hall, J Mattingly, H Trong
Nova Science Publisher, 2010
12010
Cultural Analysis of Corporate Social Action
JE Mattingly, HT Hall, C VanSandt
Business and Society Review 123 (4), 661-696, 2018
2018
A Political Culture Approach to Modes of Organization Governance and Citizenship: A Proposed Research Program
HT Hall, JE Mattingly
Proceedings of the International Association for Business and Society 20 …, 2009
2009
Using Stakeholder Orientation to Explain Candidate Attraction to Specific Corporate Social Practices
FK Lee, JE Mattingly
Proceedings of the International Association for Business and Society 20, 77-88, 2009
2009
A Political Framework for Examining Stakeholder Interactions in Organization Fields
JE Mattingly, HT Hall
Proceedings of the International Association for Business and Society 18 …, 2007
2007
How Institutions Matter: Understanding the Impact of Culture on Firms’ Stakeholder Emphases
JE Mattingly
Proceedings of the International Association for Business and Society 16 …, 2005
2005
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