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毕业论文英文文献
2024-07-02 20:06:51参考文献 学术堂 韩老师致谢
参考文献[1]AgranoflF,R.andMichael,M.,2003,CollaborativePublicManagement;NewStiategiesforLocalGovernments,Geo^etownUniversityPress,Washington,D.C.[2]Aguinis,H.andGlavas,A.,2012,WhatWeKnowandDontKno
参考文献
[1]AgranoflF, R. and Michael,M., 2003,“Collaborative Public Management; New Stiategies for Local Governments”, Geo^etown University Press,Washington,D. C.
[2]Aguinis, H. and Glavas, A., 2012, “What We Know and Don't Know About Corporate Social Responsibility: A Review and Research Agenda”,Journal of Management, 38（4），pp. 932-968.
[3]Altman, E.,1998' “Financial Ratio,Discriminant Analysis and the Prediction of Corporate Banlruptcy”? Journal of Finance, 23（4），pp. 589-609.
[4]Arenas, D.,Lozano,J. M. and Albareda,L.,2009,“The role ofNGOs in CSR:Mutual Perceptions Among Stakeholders”, Journal of Business Ethics,88,pp. 175-197.
[5]Aupperie, K., Carroll, A. and Hatfield,J.,1985,“An Empirical Examination of the Relationship between Corporate Social Responsibility and Profitability”,Academy of Management Journal, 28（2）， pp. 446-463.
[6]Austin, J. E.,2000,“Strategic collaboration between nonprofits between businesses”, Nonprofit and Voluntary Sector Quarterly, 29（1）， pp. 69-97.
[7]Baron,D. R, 1997,Integrated strategy* trade Policy, and global competition'California Management Review? 39（2）， pp. 145-169.
[8]Baron,R. A., 2006, “Opportunity Recognition as the Detection of Meaningful Patterns: Evidence from Comparisons of Novice and Experienced Entrepreneurs”?Management Science, 9,pp. 1331-1344.
[9]Baiy, A. D?,1879,: “Die Erscheinung der Symbiose”, Strasbourg.
[10] Kotha, B. W.etal., 1999,“Does Stakeholder Orientation Matter? The Relationship Between Stakeholder Management Models and Firm Performance”. Academy ofManagement Jounal, 42,pp. 488-506.
[11]Binghamf C. B. and Davis,J. P.,2012, “Learning Sequences: Their Emeigence? Evolution and Effect”. Academy of Management Journal 55（3）， pp. 611-641.
[12]Blumer, H. , 1980, “Mead and Blumer : The Convei^ent Methodological Perspectives of Social Behaviorism and Symbolic Interactionism”,AmericanSociological Review, 45,pp. 409-419.
[13]Bondy,K.,2008,“The Paradox of Power in CSR : A Case Study on Implementation”. Journal of Business Ethics? 82（2），pp. 307-323.
[14]Bowen, F.,Aloysius. N. K. and Herremans,I.,2010,“When Suits Meet Roots:The Antecedents and Consequences of Community Engagement Strategy”, Journal of Business Ethics, 95,pp. 297-318 ?
[15]Brammer,S, and Millington,A., 2003, “The Effect of Stakeholder Preferences >Organizational Structure and Industry Type on Corporate Community Involvement”,Journal of Business Ethics,45（3）？ pp. 213-226.
[16]Bridoux, F. and Stoelhorst, J. W.,2014, “Microfoundations for Stakeholder Theoiy : Managing Stakeholders with Heterogeneous Motives” , Strategic Management Joumah 35, pp. 107-125
[17]Bryson, J. M., Crosby, B. C, and Stone? M. M.,2006, “The Design and Implementation of Cross-Sector Collaborations: Propositions from the Literature”,Public Administration Review, 66（sl）。
[18]Carey, J. M.,Beilin, R., Boxshall,A.,Burgman M. A. and Flander L.2007, “Risk-Based Approaches to Deal with Uncertainty in a Data-Poor System:Stakeholder Involvement in Hazard Identification for Marine National Parks and Marine Sanctuaries in Victoria,Australia”, Risk Analysis: An International Journal,27（1），pp. 271-281,
[19]Carroll> A. B., 1979, “A TTiree-Dimensional conceptual Model of Corporate Performance”. Academy of Management Review, 4（4）， pp. 497-505.
[20] Carroll, A. B?,1991,“The Pyramid of Corporate Social Responsibility: Toward the Moral Management of Organizational Stakeholders”. Business Horizons,34（4），pp. 39-48.
[21] Carroll, A. B. and Buchholtz, A. K.参见黄坦平、朱中彬、徐小娟、何辉、李春玲泽：《企业与社会：伦理与利益相关者管理》，机械工业出版社，2004年。
[22]Cetindamar, D. and Husoy> 2007,“K. Corporate Social Responsibility Practices and Environmentally Responsible Behavior: The case of The United Nations Global Compact”,Journal of Business Ethics? 76（2），pp. 163-176.
[23]Chan,C. M., Makino,S?,2007,“Legitimacy and Multi-level Institutional Environments: Implications for Foreign Subsidiary Ownership Structure”. Journalof International Business Studies? 38,pp. 621-638.
[24]Chaskin,R. J., 2001, “Building Community Capacity: A Definitional Framework and Case Studies from a Comprehensive Community Initiative”, Urban Affairs Review, 36,pp. 291-323.
[25]Claricson, M. E.,1995, “A Stakeholder Framework for Analyzing and Evaluating Corporate Social Performance”? Academy of Management Review, 20（1）：92-117.
[26]Cochranf P. and Wood R.? 1984,“Corporate social responsibility and financial performance”,The Academy of Management Journal? 1, pp. 42-56.
[27]Covey,J. and Brown L. D.,2001? “Critical Co-Operation: An Alterative Form of Civil Society-Business Engagement”? IDR Reports, 17（1）。 （Institute for Development Research,London）。
[28]Cramer, J. M.,2005, “Experience with Structuring Corporate Social Responsibility in Dutch Industry”. Journal of Cleaner Production, 13（6），pp. 583-592.
[29]CSR Magazine. European Business Networic for Social Cohesion （EBNSC），Brussels,June,1999.
[30]Dacin,M. T. ' Oliver. C. and Roy,J.,2007, “The Legitimacy of Strategic Alliances; An Institutional Perspective”,Strategic Management Journal,28'pp. 169-187.
[31]De Cremer? D. and Van Lange,2001' “Why Prosocials Exhibit Greater Cooperation Than Proselfs: The Roles of Social Responsibility and Reciprocity”,European Journal of Personality, 15（S1），pp. S5-S18-
[32]Deeds,D. L.,Mang,P. Y. and Frandsen, M., 1997,“The Quest for Legitimacy:A Study of Biotechnology IPO's”. Paper presented at the annual meeting of the Academy of Management,Boston.
[33]Deephouse,D. L. and Suchman, M., 2008,“Legitimacy in Organizational Institutionalism”, Los Angeles,London: Sage Publications.
[34]Deephouse, D. L?,1996,“Does Isomorphism Legitimate?”‘ Academy of Management Journal,39（4）？ pp. 1024-1039.
[35]DiMaggio, P. J., Powell, W. W., 1983, “The Iron Cage Revisited: Institutional Isomorphism and Collective Rationality in Organizational Fields”,American Sociological Review, 1983, 48（2），pp. 147-160
[36]Ehrenfeld. J., 2003,“ Putting the spotlight on metaphors and analogies in industrial ecology”,Journal of Industrial Ecology t 7, pp. 1-4.
[37]Eisenhardt> K. M. ' 1989, “Building Theories from Case Study Research”, Academy of Management Review, 14, pp. 532-550.
[38]Eisenhardt,K. M., 2007,“Theory Building from Case Studies: Opportunities and Challenges”, Academy of Management Journal, 50（1）， pp. 25-32.
[39]Eisenhju'dt, K. M., Furr,N. R., Bingham, C, B.,2010,“Microfoundations of Performance: Balancing Efficiency and Flexibility in Dynamic Environments”,Oi^anization Sciencei 21（6）， pp. 1263-1273.
[40]Evans' G.,2004,“How Can We Know if a Place-Based Sustainability Project Makes a Difference?”, Presented at Effective Sustainability Education: Linking Research and Practice,Sydney, Australia.
[1]AgranoflF, R. and Michael,M., 2003,“Collaborative Public Management; New Stiategies for Local Governments”, Geo^etown University Press,Washington,D. C.
[2]Aguinis, H. and Glavas, A., 2012, “What We Know and Don't Know About Corporate Social Responsibility: A Review and Research Agenda”,Journal of Management, 38（4），pp. 932-968.
[3]Altman, E.,1998' “Financial Ratio,Discriminant Analysis and the Prediction of Corporate Banlruptcy”? Journal of Finance, 23（4），pp. 589-609.
[4]Arenas, D.,Lozano,J. M. and Albareda,L.,2009,“The role ofNGOs in CSR:Mutual Perceptions Among Stakeholders”, Journal of Business Ethics,88,pp. 175-197.
[5]Aupperie, K., Carroll, A. and Hatfield,J.,1985,“An Empirical Examination of the Relationship between Corporate Social Responsibility and Profitability”,Academy of Management Journal, 28（2）， pp. 446-463.
[6]Austin, J. E.,2000,“Strategic collaboration between nonprofits between businesses”, Nonprofit and Voluntary Sector Quarterly, 29（1）， pp. 69-97.
[7]Baron,D. R, 1997,Integrated strategy* trade Policy, and global competition'California Management Review? 39（2）， pp. 145-169.
[8]Baron,R. A., 2006, “Opportunity Recognition as the Detection of Meaningful Patterns: Evidence from Comparisons of Novice and Experienced Entrepreneurs”?Management Science, 9,pp. 1331-1344.
[9]Baiy, A. D?,1879,: “Die Erscheinung der Symbiose”, Strasbourg.
[10] Kotha, B. W.etal., 1999,“Does Stakeholder Orientation Matter? The Relationship Between Stakeholder Management Models and Firm Performance”. Academy ofManagement Jounal, 42,pp. 488-506.
[11]Binghamf C. B. and Davis,J. P.,2012, “Learning Sequences: Their Emeigence? Evolution and Effect”. Academy of Management Journal 55（3）， pp. 611-641.
[12]Blumer, H. , 1980, “Mead and Blumer : The Convei^ent Methodological Perspectives of Social Behaviorism and Symbolic Interactionism”,AmericanSociological Review, 45,pp. 409-419.
[13]Bondy,K.,2008,“The Paradox of Power in CSR : A Case Study on Implementation”. Journal of Business Ethics? 82（2），pp. 307-323.
[14]Bowen, F.,Aloysius. N. K. and Herremans,I.,2010,“When Suits Meet Roots:The Antecedents and Consequences of Community Engagement Strategy”, Journal of Business Ethics, 95,pp. 297-318 ?
[15]Brammer,S, and Millington,A., 2003, “The Effect of Stakeholder Preferences >Organizational Structure and Industry Type on Corporate Community Involvement”,Journal of Business Ethics,45（3）？ pp. 213-226.
[16]Bridoux, F. and Stoelhorst, J. W.,2014, “Microfoundations for Stakeholder Theoiy : Managing Stakeholders with Heterogeneous Motives” , Strategic Management Joumah 35, pp. 107-125
[17]Bryson, J. M., Crosby, B. C, and Stone? M. M.,2006, “The Design and Implementation of Cross-Sector Collaborations: Propositions from the Literature”,Public Administration Review, 66（sl）。
[18]Carey, J. M.,Beilin, R., Boxshall,A.,Burgman M. A. and Flander L.2007, “Risk-Based Approaches to Deal with Uncertainty in a Data-Poor System:Stakeholder Involvement in Hazard Identification for Marine National Parks and Marine Sanctuaries in Victoria,Australia”, Risk Analysis: An International Journal,27（1），pp. 271-281,
[19]Carroll> A. B., 1979, “A TTiree-Dimensional conceptual Model of Corporate Performance”. Academy of Management Review, 4（4）， pp. 497-505.
[20] Carroll, A. B?,1991,“The Pyramid of Corporate Social Responsibility: Toward the Moral Management of Organizational Stakeholders”. Business Horizons,34（4），pp. 39-48.
[21] Carroll, A. B. and Buchholtz, A. K.参见黄坦平、朱中彬、徐小娟、何辉、李春玲泽：《企业与社会：伦理与利益相关者管理》，机械工业出版社，2004年。
[22]Cetindamar, D. and Husoy> 2007,“K. Corporate Social Responsibility Practices and Environmentally Responsible Behavior: The case of The United Nations Global Compact”,Journal of Business Ethics? 76（2），pp. 163-176.
[23]Chan,C. M., Makino,S?,2007,“Legitimacy and Multi-level Institutional Environments: Implications for Foreign Subsidiary Ownership Structure”. Journalof International Business Studies? 38,pp. 621-638.
[24]Chaskin,R. J., 2001, “Building Community Capacity: A Definitional Framework and Case Studies from a Comprehensive Community Initiative”, Urban Affairs Review, 36,pp. 291-323.
[25]Claricson, M. E.,1995, “A Stakeholder Framework for Analyzing and Evaluating Corporate Social Performance”? Academy of Management Review, 20（1）：92-117.
[26]Cochranf P. and Wood R.? 1984,“Corporate social responsibility and financial performance”,The Academy of Management Journal? 1, pp. 42-56.
[27]Covey,J. and Brown L. D.,2001? “Critical Co-Operation: An Alterative Form of Civil Society-Business Engagement”? IDR Reports, 17（1）。 （Institute for Development Research,London）。
[28]Cramer, J. M.,2005, “Experience with Structuring Corporate Social Responsibility in Dutch Industry”. Journal of Cleaner Production, 13（6），pp. 583-592.
[29]CSR Magazine. European Business Networic for Social Cohesion （EBNSC），Brussels,June,1999.
[30]Dacin,M. T. ' Oliver. C. and Roy,J.,2007, “The Legitimacy of Strategic Alliances; An Institutional Perspective”,Strategic Management Journal,28'pp. 169-187.
[31]De Cremer? D. and Van Lange,2001' “Why Prosocials Exhibit Greater Cooperation Than Proselfs: The Roles of Social Responsibility and Reciprocity”,European Journal of Personality, 15（S1），pp. S5-S18-
[32]Deeds,D. L.,Mang,P. Y. and Frandsen, M., 1997,“The Quest for Legitimacy:A Study of Biotechnology IPO's”. Paper presented at the annual meeting of the Academy of Management,Boston.
[33]Deephouse,D. L. and Suchman, M., 2008,“Legitimacy in Organizational Institutionalism”, Los Angeles,London: Sage Publications.
[34]Deephouse, D. L?,1996,“Does Isomorphism Legitimate?”‘ Academy of Management Journal,39（4）？ pp. 1024-1039.
[35]DiMaggio, P. J., Powell, W. W., 1983, “The Iron Cage Revisited: Institutional Isomorphism and Collective Rationality in Organizational Fields”,American Sociological Review, 1983, 48（2），pp. 147-160
[36]Ehrenfeld. J., 2003,“ Putting the spotlight on metaphors and analogies in industrial ecology”,Journal of Industrial Ecology t 7, pp. 1-4.
[37]Eisenhardt> K. M. ' 1989, “Building Theories from Case Study Research”, Academy of Management Review, 14, pp. 532-550.
[38]Eisenhardt,K. M., 2007,“Theory Building from Case Studies: Opportunities and Challenges”, Academy of Management Journal, 50（1）， pp. 25-32.
[39]Eisenhju'dt, K. M., Furr,N. R., Bingham, C, B.,2010,“Microfoundations of Performance: Balancing Efficiency and Flexibility in Dynamic Environments”,Oi^anization Sciencei 21（6）， pp. 1263-1273.
[40]Evans' G.,2004,“How Can We Know if a Place-Based Sustainability Project Makes a Difference?”, Presented at Effective Sustainability Education: Linking Research and Practice,Sydney, Australia.
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