Donna J Wood
Biographic Data
| ID | 2011817 |
|---|---|
| NAME | Donna J Wood |
| GIVEN NAMES | Donna J |
| FAMILY NAME | Wood |
| SIGNATURE | WOOD D J |
| AFFILIATIONS | University of Pittsburgh |
| VERIFIED | No |
| TOTAL WORKS | 12 |
| TOTAL CITATIONS | 14 |
| AUTHOR COUNT | 12 |
| EDITOR COUNT | 0 |
| FIRST PUBLICATION YEAR | 1981 |
| LATEST PUBLICATION YEAR | 2016 |
| H-INDEX | 1 |
Institutional Moral Hazard in the Multi-Tiered Regulation of Unemployment and Social Assistance Benefits and Activation - A Summary of Eight Country Case Studies
Corporate Social Performance
Corporate social performance is a construct that encompasses principles for and processes by which business organizations interact with their stakeholders, as well as the outcomes and impacts of these interactions. The term constitutes a broad view of corporate responsibility, instead of a narrow view focused on owner wealth.
Stakeholders
A stakeholder is “any group or individual who can affect or is affected by the achievement of [an organization's] objectives”.
Measuring Corporate Social Performance: A Review
This paper reviews the literature on corporate social performance (CSP) measurement and sets that literature into a theoretical context. Following a review of CSP theory development and the literature on relationships between CSP and corporate financial performance, Wood's CSP model ( Wood, D.J. (1991 ). Corporate social performance revisited. Academy of Management Review , 16, pp. 691–718) is used as an organizing device to present and discuss s…
In Search of Theory: Global Standards of Business Conduct
Toward a Theory of Stakeholder Identification and Salience: Defining the Principle of Who and What Really Counts
Ronald K. Mitchell, Bradley R. Agle, Donna J. Wood, Toward a Theory of Stakeholder Identification and Salience: Defining the Principle of Who and What Really Counts, The Academy of Management Review, Vol. 22, No. 4 (Oct., 1997), pp. 853-886
Toward a Comprehensive Theory of Collaboration
The Journal of Applied Behavioral Science presents two special issues in which nine research-based articles and two overviews address various theoretical and empirical perspectives on the process of collaboration and the forms of collaborative alliances. In the first overview, the articles are mapped onto six theoretical perspectives according to how they address the preconditions, process, and outcomes of collaboration. In this overview, the res…
Corporate Social Performance Revisited
Collaborative Alliances: Moving from Practice to Theory
The Journal of Applied Behavioral Science presents two special issues on collaborative alliances that examine the contributions and limits of existing theories for explaining collaboration, and that clarify and expand our understanding of this phenomenon. In this introduction, the following major theoretical perspectives are applied to explain collaboration and collaborative alliances: resource dependence theory; corporate social performance/inst…
The Strategic Use of Public Policy: Business Support for the 1906 Food and Drug Act
The 1906 Food and Drug Act is widely believed to be an early example of federal legislation designed entirely to protect consumers. Professor Wood shows that in fact many Progressive Era food and drug manufacturers had substantial interests in achieving passage of such a law and that they worked actively toward this end. In particular, the desire of businesspeople to secure advantage over domestic competitors and to expand markets to interstate a…
The Adoption of Academic Women's Studies Programs: Regional Differences
Academic women's studies programs, considered as a structural and knowledge-based organizational innovation, provide a case with which to examine regional differences in adoption patterns. Striking differences are observed among regions in the timing, pace and saturation of adoption of this innovation by academic institutions Organizational vanables are not related to these regional diffusion patterns, but a tentative test of a "regional politica…
Academic Women's Studies Programs: A Case of Organizational Innovation
Additional informationNotes on contributorsDonna J. WoodDonna J. Wood is assistant professor of business administration, Graduate School of Business, University of Pittsburgh
The Strategic Use of Public Policy: Business Support for the 1906 Food and Drug Act
The 1906 Food and Drug Act is widely believed to be an early example of federal legislation designed entirely to protect consumers. Professor Wood shows that in fact many Progressive Era food and drug manufacturers had substantial interests in achieving passage of such a law and that they worked actively toward this end. In particular, the desire of businesspeople to secure advantage over domestic competitors and to expand markets to interstate a…
Academic Women's Studies Programs: A Case of Organizational Innovation
Additional informationNotes on contributorsDonna J. WoodDonna J. Wood is assistant professor of business administration, Graduate School of Business, University of Pittsburgh
Academic Women's Studies Programs: A Case of Organizational Innovation
Additional informationNotes on contributorsDonna J. WoodDonna J. Wood is assistant professor of business administration, Graduate School of Business, University of Pittsburgh
The Adoption of Academic Women's Studies Programs: Regional Differences
Academic women's studies programs, considered as a structural and knowledge-based organizational innovation, provide a case with which to examine regional differences in adoption patterns. Striking differences are observed among regions in the timing, pace and saturation of adoption of this innovation by academic institutions Organizational vanables are not related to these regional diffusion patterns, but a tentative test of a "regional politica…
The Strategic Use of Public Policy: Business Support for the 1906 Food and Drug Act
The 1906 Food and Drug Act is widely believed to be an early example of federal legislation designed entirely to protect consumers. Professor Wood shows that in fact many Progressive Era food and drug manufacturers had substantial interests in achieving passage of such a law and that they worked actively toward this end. In particular, the desire of businesspeople to secure advantage over domestic competitors and to expand markets to interstate a…
Toward a Comprehensive Theory of Collaboration
The Journal of Applied Behavioral Science presents two special issues in which nine research-based articles and two overviews address various theoretical and empirical perspectives on the process of collaboration and the forms of collaborative alliances. In the first overview, the articles are mapped onto six theoretical perspectives according to how they address the preconditions, process, and outcomes of collaboration. In this overview, the res…
Corporate Social Performance Revisited
Collaborative Alliances: Moving from Practice to Theory
The Journal of Applied Behavioral Science presents two special issues on collaborative alliances that examine the contributions and limits of existing theories for explaining collaboration, and that clarify and expand our understanding of this phenomenon. In this introduction, the following major theoretical perspectives are applied to explain collaboration and collaborative alliances: resource dependence theory; corporate social performance/inst…
Toward a Theory of Stakeholder Identification and Salience: Defining the Principle of Who and What Really Counts
Ronald K. Mitchell, Bradley R. Agle, Donna J. Wood, Toward a Theory of Stakeholder Identification and Salience: Defining the Principle of Who and What Really Counts, The Academy of Management Review, Vol. 22, No. 4 (Oct., 1997), pp. 853-886
In Search of Theory: Global Standards of Business Conduct
Measuring Corporate Social Performance: A Review
This paper reviews the literature on corporate social performance (CSP) measurement and sets that literature into a theoretical context. Following a review of CSP theory development and the literature on relationships between CSP and corporate financial performance, Wood's CSP model ( Wood, D.J. (1991 ). Corporate social performance revisited. Academy of Management Review , 16, pp. 691–718) is used as an organizing device to present and discuss s…
Corporate Social Performance
Corporate social performance is a construct that encompasses principles for and processes by which business organizations interact with their stakeholders, as well as the outcomes and impacts of these interactions. The term constitutes a broad view of corporate responsibility, instead of a narrow view focused on owner wealth.
Stakeholders
A stakeholder is “any group or individual who can affect or is affected by the achievement of [an organization's] objectives”.
Institutional Moral Hazard in the Multi-Tiered Regulation of Unemployment and Social Assistance Benefits and Activation - A Summary of Eight Country Case Studies
Political science (9 works) · Business (8 works) · Sociology (7 works) · Corporate Social Responsibility Reporting (6 works) · Economics (6 works) · Computer Science (5 works) · Public relations (4 works) · Knowledge management (3 works) · Psychology (3 works) · Stakeholder (3 works)