Contents & References of Business model with the approach of social responsibility of the organization (Case study of Erom Narin Company (Shadley))
List:
1. Table of Contents
Chapter One: Introduction and Generalities of the Research
1-1) Statement of the Problem.
2
1-2) Research Objectives.
4
1-3) The Importance of the Research Subject and the Motivation for Choosing It.
4
1-4) Research Questions.
5
1-5) Model Research.
6
1-6) operational definitions of variables and keywords.
6
1-6-1) business model.
6
1-6-2) business concept.
7
1-6-3) capabilities.
8
1-6-4) Value.
8
1-6-5) Value Proposition.
8
1-6-6) Customer Value Proposition.
9
1-6-7) Profit Formula.
9
1-6-8) Product Differentiation.
10
1-6-9) stakeholders.
10
1-6-10) interests of stakeholders.
10
1-6-11) participation of stakeholders.
11
1-6-12) expectations of stakeholders.
12
1-6-13) responsibility Organization's social. 12. 14-6-1) Competitive advantage. 13. 15-6. Porter's five competitive forces model. 14. 16-16) Resource-based theory.
Chapter Two: Literature and research background
2-1) Introduction.
18
2-2) Competitive advantage.
19
2-2-1) Industrial organization theory.
20
2-2-2) Porter's five competitive forces model.
21
2-2-3) Discussion and criticism about Porter's five competitive forces model.
23
2-2-4) Resource-based theory.
23
2-2-4-1) Classification of resources.
26
2-2-4-2) Characteristics of resources in resource-based theory.
27
2-2-4-3) The difference between resources and capabilities.
28
2-2-5) Some topics and theories related to resource-based theory.
29
2-3) Corporate social responsibility (CSR).
30
2-3-1) Definitions and models.
30
2-3-2) Organizational social responsibility and financial performance.
34
2-3-3) Organizational social responsibility and resource-based theory.
36
2-3-4) Organizational social responsibility and stakeholders.
36
2-4) Stakeholder theory.
37
2-4-1) Features Stakeholders.
39
2-4-2) Relationship between stakeholders and the organization.
40
2-4-3) Interests of stakeholders.
43
2-4-4) Participation of stakeholders.
45
2-4-5) Expectations of stakeholders.
46
2-4-6) Stakeholder values.
47
5-2) Business model.
48
2-5-1) Business model definition.
48
2-5-2) Itami and Nishino's basic business model framework.
50
2-5-3) Business model design with activity system approach.
51
2-5-4) Johnson, Christensen and Kagerman business model framework.
53
2-5-4-1) customer value statement.
54
2-5-4-2) profit formula.
54
2-5-4-3) Key resources.
54
2-5-4-4) Key processes.
54
2-5-5) Applegate business model framework.
55
2-5-5-1) Business concept.
55
2-5-5-2) Strategy analysis.
56
2-5-5-3) Customer analysis.
56
2-5-5-4) Business network assessment.
57
2-5-5-5) Capability analysis.
57
2-5-5-6) Creation value analysis
57
2-5-6) business model components.
58
2-5-7) The concept of business model components in model literature.
59
Business and social responsibility of the organization
2-6) value proposition.
65
2-7) Product differentiation.
66
2-8) Business and customer model.
66
2-9) Research background.
67
2-9-1) Strategic CSR Porter and Kramer.
67
2-9-2) Creation Eccles, Perkins and Seraphim sustainable companies.
68
2-9-3) Investigating the effects of CSR on the organization's performance by Aino and Seraphim.
69
2-9-4) Integration of community interests and Kanter's organization strategies.
71
Chapter three: research method
1-3) Introduction.
73
3-2) Research paradigms.
74
3-3) Alignment and compatibility of research approach.
76
3-4) First step: qualitative approach.
77
3-4-1) Selection of case study.
77
3-4-2) qualitative research method.
78
3-4-3) interview questions.
79
3-4-4) data analysis.
79
3-5) second step: quantitative approach.
80
3-5-1) questionnaire design.
81
3-5-2) statistical population, sample size and sampling method.
82
3-5-3) measurement scale.
82
3-5-4) data analysis.
83
3-5-5) validity and reliability.
83
Chapter Four: Calculations and Research Findings
4-1) Research Conceptual Model: Responsible Business Model.
86
4-1-1) Introduction.
86
4-1-2) Corporate Social Responsibility (CSR).
88
4-1-3) Stakeholders 91 4-1-4) business model 94 4-1-5 responsible business model
99
4-1-5-3) Expectations of stakeholders.
100
4-1-6) Responsible business model and competitive advantage.
103
4-1-7) Conclusion.
108
4-2) Calculations and findings related to the case study (Arum company) Narin). 110 4-2-1 Introduction Shadli.
111
4-2-3) business model components.
112
4-2-3-1) business concept.
112
4-2-3-2) business capabilities.
127
4-2-3-3) analysis of values ??created for Stakeholders.
129
4-2-4) Responsible business model of Erom Narin Company.
133
4-2-4-1) interests of stakeholders.
135
4-2-4-2) Participation of stakeholders.
137
4-2-4-3) Expectations of stakeholders.
138
4-2-5) Competitive position of responsible business model of Erom Narin Company.
139
4-2-5-1) Five competitive forces model of Porter and Erom Narin Company.
139
4-2-5-2) Resource-based theory and company Erom Narin.
141
Chapter five: conclusions and suggestions
5-1) Introduction.
147
5-2) Integration of business model and CSR and creation of responsible organization.
147
5-3) Competitive advantage and responsible business model of Erom Narin company.
152
5-4) Suggestions.
154
Resources..
155
Appendix 1: Erom Narin Company (Shadli).
164
Appendix 2: Iran Standard and Industrial Research Organization.
172
(Guide) Production, processing, labeling and marketing of organic food) Appendix 3: SPSS tables and charts related to the questionnaire. 182 English abstract. 195 Source: Garay, L, and Font, X., Doing Good to Do Well? Corporate Social Responsibility Reasons, Practices and Impacts in Small and Medium Accommodation Enterprises, International Journal of Hospitality Management. 2012, 31(2): p. 329–337.
Porter, M. E., and Kramer, M. R., Strategy and Society: The Link Between Competitive Advantage and Corporate Social Responsibility. Harvard Business Review. December 2006.
Afuah, A., Business Models: A Strategic Management Approach. 2003, New York: McGraw-Hill/Irwin.
Ghaziani, A., and Ventresca, M. J., Keywords and cultural change: frame analysis of business model public talk, 1975-2000, Sociological Forum, 2005, 20(4): p. 523-559.
Demil, B., and Lecocq, X., Business Model Evolution in Search of Dynamic Consistency. Long Range Planning, 2010, 43: p. 227-246.
Svejenova, S., Planellas, M., and Vives, L., An Individual Business Model in the Making: a Chef's Quest for Creative Freedom. Long Range Planning, 2010, 43: p. 408-430.
Baden-Fuller, C., and Morgan, M. S., Business Models as Models. Long Range Planning. 2010, 43: p. 156-171.
Zott, C., and Amit, R., Business Model Design: An Activity System Perspective. Long Range Planning, 2010, 43: p. 216-226
Freeman, R. E., Harrison, J., Hicks, A., Parmar B., and Colle, S., Stakeholder Theory: The State of the Art. 2010, Cambridge: Cambridge University Press.
Hohnen, P., Corporate Social Responsibility: An Implementation Guide for Business. Manitoba, 2007, Canada: International Institute for Sustainable Development (IISD).
Zott, C., Amit, R., and Massa, L., The Business Model: Recent Developments and Future Research. Journal of Management, 2011, 37(4): p. 1019-1042.
Applegate, L. M., Austin, R. D., and McFarlan, F. W., Corporate Information Strategy and Management: the challenges of managing in a network economy, 6th ed. 2003, New York: McGraw-Hill/Irwin.
Applegate, L. M., Austin, R. D., and Deborah L. Soule., Corporate Information Strategy and Management: Text and Cases, 8th ed. 2009, New York: McGraw-Hill/Irwin.
Holbrook, M. B., ROSEPEKICECIVECI versus CCV. In R. F. Lusch and S. L. Vargo (Eds.), The service-dominant logic of marketing: Dialog, debate and directions (pp. 208–221). 2006, Armonk, NY: Sharpe.
Peloza, J., and Shang, J., How can corporate social responsibility activities create value for stakeholders? A systematic review. J. of the Acad. Mark. Sci. 2011, 39: p. 117–135
Ballantyne, D., Frow, P., Varey, R. J., and Payne, A., Value Propositions as Communication Practice: Taking a Wider View, Industrial Marketing Management. 2011, 40: p. 202-210.
Johnson, M. W., Christensen, C. M., and Kagermann, H., Reinventing Your Business Model. Harvard Business Review, December 2008, p. 51-59.
McWilliams, A., Siegel, D. S., and Wright, P. M., Corporate Social Responsibility: Strategic Implications. Journal of Management Studies, 2006, 43(1): p. 0022-2380
Freeman, R. E., Strategic Management: A Stakeholder Approach. 1984, Pitman, Boston.
Freeman, R. E., Managing for Stakeholders: Trade-offs or Value Creation. Journal of Business Ethics, 2010, 96: p. 7-9
Nasi, J., What is stakeholder thinking? A snapshot of a social theory of the firm. In J. Nasi (Ed.), Understanding stakeholder thinking: 19-31. 1995, Helsinki: LSR Publications.
Sloan, P., Redefining Stakeholder Engagement: From Control to Collaboration. Journal of Corporate Citizenship, 2009, 36: p. 25-40
Greenwood, M., Stakeholder Engagement: Beyond the Myth of Corporate Responsibility. Journal of Business Ethics. 2007, 74: p. 315–327
Wood, D. J., and Jones, R. E., Stakeholder mismatching: a theoretical problem in empirical research on corporate social performance. The International Journal of Organization Analysis, 1995, 3(3): p. 229-267
Schwartz, M. S. and Carroll, A. B., Corporate Social Responsibility: A Three-Domain Approach. Business Ethics Quarterly, 2003, 13(4): p. 503-530.
Crane, A., McWilliams, A., Matten, D., Moon, J., and Siegel, D. S., The Oxford Handbook of Corporate Social Responsibility. 2008, New York: Oxford University Press Inc.
Friedman, M., The social responsibility of business is to increase its profits. New York Times Magazine 32–33 and 122–126. New York. 1970.
Freeman, R. E., Velamuri, S. R., and Moriarty, B., Company Stakeholder Responsibility: A New Approach to CSR. Bridge Papers, Business Roundtable Institute for Corporate Ethics. 2006.
Rumelt, R. P., What in the World is Competitive Advantage? Policy Working Paper, 2003, 105: p. 1-5.
Barney, J. B., Firm resources and sustained competitive advantage. Journal of Management, 1991, 17(1): p. 99-120.
Porter, M. E., Competitive strategy: techniques for analyzing industries and competitors. 1980, New York: Free Press.
Penrose, E. G., The theory of the growth of the firm. 1959, New York, NY: Wiley.
Wernerfelt, B., A resource-based view of the firm. Strategic Management Journal, 1984, 5(2): p. 171-181.
Grimm, C.M., H. Lee & K. G. Smith. Strategy as Action: Competitive Dynamics and Competitive Advantage. 2006, Oxford: Oxford University Press.
Barney, J. B. and Hesterly, W. S., Strategic Management and Competitive Advantage: Concept. 2011, New Jersey: Pearson.
Casadesus-Masanell, R., and Ricart, J. E., From Strategy to Business Models and onto Tactics, Long Range Planning, 2010, 43: p. 195-215.
Bain, J. S., Industrial Organization. 1959, New York: Wiley.
Mason, E. S. Price and production policies of large-scale enterprise. American Economic Association, 1939, 29(1): p. 61-74.
Porter, M. E., The competitive advantage of nations. 1990, New York: Free Press.
Porter, M. E. The contributions of industrial organization to strategic management. Academy of Management Review, 1981, 6(4): p. 609-620.
Spanos, Y. E., and Lioukas, S., An examination into the causal logic of rent generation: contrasting Porter's competitive strategy framework and the resource-based perspective. Strategic Management Journal, 2001, 22(10): p. 907-934.
McGahan, A. M., and Porter, M. E., How much does industry matter, really? Strategic management journal, 1997, 18(4): p. 15-30.
Grundy, T., Rethinking and reinventing Michael Porter's five forces model. Strategic Change, 2006, 15(5): p. 213-229.
Wheelen, T. L., and Hunger, J. D., Strategic management and business policy. 1998, New York: Addison-Wesley Publication.
McElwee, G., and Pennington, G., Factors of quality: implications for higher education institutions. The International Journal of Educational Management, 1993, 7(4): p. 17-22.
Barney, J. B., Ketchen, D. J., and Wright, M., The Future of Resource-Based Theory: Revitalization or Decline? Journal of Management, 2011, 37: p. 1316-1299.
Grant, R. M., A resources-based perspective of competitive advantage. California Management Review, 1991, 33(3): p. 114-135.
Amit, R., and Schoemaker, P. J. H., Strategic assets and organizational rent. Strategic management journal. 1993, 14(1): p. 33-46.
Makadok. R., Toward a Synthesis of the Resource-Based and Dynamic-Capability Views of Rent Creation. Strategic Management Journal, 2001, 22: p. 387-401.
Hill, C. W. L., and Deeds, D. L., The importance of industry structure for the determination of firm profitability: a Neo-Austrian perspective. Journal of Management Studies, 1996, 33(4): p. 429-451.
Teece, D. J., Pisano, G., and Shuen, A., Dynamic capabilities and strategic management. Strategic management journal, 1997, 18(7): p. 509-533.
Hofer, C., and Schendel, D., Strategy formulation: analytical concepts. 1978, New York: West Publishing Company.
Wernerfelt, B., The use of resources in resource acquisition. Journal of Management, 2011, 37: p. 1369-1373.
Leonard-Barton, D., Core capabilities and core rigidities: A paradox in managing new product development. Strategic Management Journal, Summer Special Issue, 1992, 13: p. 111-125.
McWilliams, A. and Siegel, D., Creating and Capturing Value: Strategic Corporate Social Responsibility, Resource-Based Theory, and Sustainable Competitive Advantage, Journal of Management, 2011, 37(5): p. 1480-1495.
Donaldson, T., and L. Preston., The Stakeholder Theory of the Corporation: Concepts, Evidence, and Implications. Academy of Management Review, 1995, 20: p. 65–91.
Rodriguez, A. X., Corporate Social Responsibility (CSR): Responsibility of Innovation? An analysis of the feedback between CSR activities and expectations placed upon corporation, master thesis, 2010, Massachusetts Institute of Technology.
Carroll, A., A three dimensional conceptual model of corporate social performance. Academy of Management Review, 1979, 4: p. 497-505.
Carroll, A. B., Corporate Social Responsibility: Evolution of a Definitional Construct. Business & Society, 1991, 38 (3): p. 268-295.
Hediger, W., Welfare and Capital-Theoretical Foundations of Corporate Social Responsibility and Corporate Sustainability. The Journal of Socio-Economics, 2010, 39: p.518–526.
Visser, W., Matten, D., Pohl, M., and Tolhurst, N., The A-Z of Corporate Social Responsibility. 2010, West Sussex: John Wiley & Sons Ltd.
McWilliams, A., and Siegel, D., Corporate social responsibility and financial performance: Correlation or misspecification? Strategic Management Journal, 2000, 21: p. 603-609.
Waddock, S., and Graves, S., The corporate social performance-financial performance link. Strategic Management Journal, 1997, 18: p. 303-319.
Wright, P., and Ferris, S., Agency conflict and corporate strategy: The effect of divestment on corporate value. Strategic management Journal, 1997, 18: p. 77-83.
McWilliams, A. and Siegel, D., Corporate social responsibility: a theory of the firm perspective. Academy of Management Review, 2001, 26 (1): p. 27-117.
Weber, M., The Business Case for Corporate Social Responsibility: A Company-Level Measurement Approach for CSR. European Management Journal, 2008, 26: p. 247-261
Russo, M. V., and Fouts, P. A., A resource-based perspective on corporate environmental performance and profitability. Academy of Management Journal, 1997, 40: p. 534-559.
Jensen, M. C., Takeovers: Their causes and consequences. Journal of Economic Perspectives, 1988, 2(1): p. 21-44.
Pedersen, E. R., Making Corporate Social Responsibility (CSR) Operable: How Companies Translate Stakeholder Dialogue into Practice. Business and Society Review, 2006, 111(2): p. 137–163
Campbell, J. L., Why would corporations behave in socially responsible ways? Institutional theory of corporate social responsibility. Academy of Management Review, 2007, 32(3): p. 946–967.
Frooman, J., Stakeholder influence strategies, PhD thesis, 2002, University of Pittsburgh.
Mitchell, R. K., Agle, B. R., and Wood, D., Toward a theory of stakeholder identification and salience: Defining the Principle of Who and What Really Counts. Academy of Management Review, 1997, 22(4): p. 853-886
Halcro, K., Stakeholders: a source of competitive advantage? An analysis of the influence of stakeholders on the strategies of independent, rural, Scottish museums during their organizational life cycle. PhD thesis. 2008, Queen Margaret University
Mason, K.J. and Gray, R., Stakeholders in a hybrid market; the example of air business passenger travel, European Journal of Marketing, 1999, 33(9/10): p. 844-858
Walker, D., Client/customer or stakeholder focus? ISO 14000 EMS as a construction industry case study, The TQM Magazine, 2000, 12(1): p. 18-25
Rodgers, W., and Gago, S., Stakeholder influence on corporate strategies over time, Journal of Business Ethics, 2004, 52: p. 349-363.
Jones, T. W., and Wicks, A. C., Convergent Stakeholder Theory, Academy of Management Review, 1999, 24(2): p. 206-221.
Jones, T. M., Instrumental stakeholder theory: A synthesis of ethics and economics, Academy of Management Review, 1995, 20(2): p. 404-437.
Argandona, A., The stakeholder theory and the common good, Journal of Business Ethics. 1998, 17(9/10): p. 1093-1102.
Freeman, R. E. and Reed, D., stockholders and stakeholders: A new perspective on corporate governance, California Management Review, 1993, 25(3): p. 88-106
Carroll, A. B., Business and society: Ethics and stakeholder management. 1989, Cincinnati: South-Western Publishing.
Frooman, J., Stakeholder Influence Strategies. Academy of Management Review, 1999, 24(2): 191-205.
Friedman, A. and Miles, S., Developing stakeholder theory, Journal of Management Studies, 2002, 39(1): p. 1-21.
Clarkson, Max. B. E., A stakeholder framework for analyzing and evaluating corporate social performance, Academy of Management Review, 1995, 20(1): p. 117-92.
Savage, G., Nix, T., Whitehead, C., and Blair, J., Strategies for assessing and managing organizational stakeholders, Academy of Management Executive, 1991, 5(2): p. 61-75.
Hill, C. W. L. and Jones, T. M., Stakeholder-Agency Theory, Journal of Management Studies, 1992, 29 (2): p. 131-154
Jawahar, I.M. and McLaughlin, G., Toward a descriptive stakeholder theory: an organizational life cycle approach, Academy of Management review, 2001, 26(3): p. 397-414.
Freeman, R. E., Wicks, A. C., and Parmar, B., Stakeholder theory and "The Corporate Objective Revisited". Organization Science. 2004, 15(3): p. 364-369.
Rowley, T. J., and Moldoveanu, M., When will stakeholder groups act? An interest- and identity-based model of stakeholder group mobilization. Academy of Management Review, 2003, 28(2): p. 204-219.
Marcoux, A. M., A fiduciary argument against stakeholder theory. Business Ethics Quarterly, 2003, 13(1), p. 1-24.
Post, J.E., Preston, L.E. and Sachs, S., Redefining the Corporation, Stakeholder Management and Organizational Wealth. 2002, Stanford, CT: Stanford University Press.
Goodpaster, K., Business and stakeholder analysis. Business Ethics Quarterly, 1991, 1: p. 53-74.
Carroll, G. R., A sociological perspective on why firms differ. Strategic Management Journal, 1993, 14: p. 237-250.
Andriof, J., Waddock, S., Husted, B. and Rahman, S.S. (Eds.), Unfolding Stakeholder Thinking: Theory, Responsibility and Engagement. 2002, Sheffield: Greenleaf.
Morsing, M., and Schultz, M., Corporate social responsibility communication: stakeholder information, response and involvement strategies. Business Ethics: A European Review, 2006, 15(4): p. 323-338
Johnson-Cramer, M.E., Berman, S.L. and Post, J.E. "Re-examining the concept of stakeholder management". In Andriof, J., Waddock, S., Husted, B. and Rahman, S.S. (Eds.), Unfolding Stakeholder Thinking: Relationships, Communication, Reporting and Performance: 145–161. 2003, Sheffield: Greenleaf.
Grunig, J.E. and Hunt, T., Managing Public Relations. Fort Worth, 1984, TX: Harcourt Brace Jovanovich College Publishers.
Frow, P., and Payne, A., Stakeholder Perspective of the Value Proposition Concept. European Journal of Marketing, 2011, 45(1/2): p. 223-240
Graf, L., Incompatibilities of the low-cost and network carrier business models within the same airline grouping, Journal of Air Transport Management, 2005, 11: p. 313–327.
Morris, M., Schindehutte, M., and Allen, J., The Entrepreneur's Business Model: Toward a Unified Perspective. Journal of Business Research, 2005, 58(6), p. 726-735.
Doz, Y. L., and Kosonen, M., Embedding Strategic Agility: A Leadership Agenda for Accelerating Business Model Renewal. Long Range Planning, 2010, 43: p. 227-246.
Magretta, J., Why business models matter. Harvard Business Review, 2002, 80, p. 86–92.
Itami, H., and Nishino, K., Killing Two Birds with One Stone, Profit for Now and Learning for the Future, long range planning, 2010, 43: p. 364-369.
Reuver, M., and Haaker, T., Designing viable business models for context-aware mobile services, Telematics and Informatics, 2009, 26: p. 240–248.
Alt, R., and Zimmermann, H. D., Preface: Introduction to Special Section – Business Models. Electronic Markets, 2001, 11(1): p. 3–9.
Knox, S., and Maklan, S., Corporate Social Responsibility: Moving Beyond Investment Towards Measuring Outcomes. European Management Journal, 2004, 22(5): p. 508–516.
Christensen, C. M., The past and future of competitive advantage. MIT Sloan Management Review, 2001, 42 (2): p. 105-109.
Chen, C. H., The major components of corporate social responsibility, Journal of Global Responsibility, 2011, 2(1): p. 85-99.
Powell S. M., The Nexus between Ethical Corporate Marketing, Ethical Corporate Identity and Corporate Social Responsibility: An Internal Organizational Perspective. European Journal of Marketing, 2011, 45(9/10): p. 1365-1379
Zook, C., and Allen, J., The Great Repeatable Business Model, Harvard Business Review. November 2011.
Teece, D. J., Business Models, Business Strategy and Innovation. Long Range Planning, 2010, 43(2–3): p. 172-194
Whitfield, J, and Dioko, L. A.N., Discretionary corporate social responsibility: introducing the GREENER VENUE, International Journal of Event and Festival Management, 2011, 2(2): p. 170-183
Bird, R., Hall, A.D., Momente, F. and Reggiani, F., What corporate social responsibility activities are valued by the market? Journal of Business Ethics, 2007, 76(2): p. 189-206.
Hedman, J, and Kalling, T., The business model concept: theoretical under-pinnings and empirical illustrations. European Journal of Information Systems, 2003, 12 (1): p. 49–59.
Loock, M., Going beyond Best Technology and Lowest Price: on Renewable Energy Investors' Preference for Service-Driven Business Models. Energy Policy, January 2012, 40. Osterwalder, A., and Pigneur, Y., Business Model Generation. 2010, New Jersey: John Wiley & Sons.
Vaaland, T.I., Heide, M. and Gr?nhaug, K., Corporate social responsibility: investigating theory and research in the marketing context”, European Journal of Marketing, 2008, 42 (9/10): p. 53-927.
Lanning, M., and Micheals, E., A Business is a Value Delivery System, McKinsey Staff Paper, July 1988.
Eccles, R. G., Perkins, K. M., and Serafeim, G., How to Become a Sustainable Company, MIT Sloan Management Review, 2012, 53(4).
Ioannou, I., and Serafeim, G., The Impact of Corporate Social Responsibility on Investment Recommendations, Working Paper 11-017, Harvard Business School, August 2010.
Kanter, R. M., How to Do Well and Do Good: the Key to Achieving both of Those Goals Together? Integrate Societal Benefits with Company Strategy, MIT Sloan Management Review, 2010, 52(1).
Tashakkori, A. and Teddlie, C., Mixed Methodology: Combining qualitative and quantitative approaches. 1998, Thousand Oaks, CA: Sage.
Tashakkori, A., and Teddlie, C., Handbook of mixed methods in social and behavioral research. 2003, Thousand Oaks: Sage.
Neuman, W. L., Social research methods: qualitative and quantitative approaches. 2006, Boston: Ally and Bacon.
Cavana, R. Y., Delahaye, B. L., and Sekaran, U., Qualitative and quantitative methods. 2001, Milton, Qld: John Wiley.
Huang, H., An empirical analysis of the strategic management of competitive advantage: a case study of higher technical and vocational education in Taiwan. PhD thesis, 2012, Victoria University
Miles, M. B., and Huberman, A. M., Qualitative data analysis. 1994, Thousand Oaks, CA: Sage.
Minichiello, V., Aroni, R., Timewell, E., and Alexander, L., In-depth interviewing: principles, techniques, analysis. 1995, Longman: South Melbourne
Krejeie, R. V., and Morgan, D. W., Determining sample size for research activities. Educational and Psychological Measurement, 1970, 30: p. 604
Jensen, M. C., and Meckling, W. H., Theory of the firm: managerial behavior, agency costs and ownership structure. Journal of Financial Economics, 1979, 3: p. 305-360.
Jensen, M. C., Value maximization, stakeholder theory, and the corporate objective function. Business Ethics Quarterly, 2002, 12(2): p. 235-256.
Alpaslan, C. M., Ethical management of crisis: shareholder value maximization or stakeholder loss minimization? Journal of Contingencies and Crisis Management, 2009, 36: p. 41-50.
Quinn, D., and Jones, T. M., An agent morality view of business policy. Academy of Management Review, 1995, 20: p. 22-42
Enderle, G., Corporate responsibility in the CSR debate. In J. Wieland and G. Brenkert (eds.), Unternehmensethik im Spannungsfeld der Kulturen und Religionen. Stuttgart: Kohlhammer. 2006, p. 108-124.
vermaleen, t., an innovative approach to fonding csr projects. Harvard Business Review. June 2011.
Karnani, A., The Case Against Corporate Social Responsibility. Mit Sloan Management Review. August 2010.
Barnea, A., and Rubin, A., Corporate Social Responsibility As a Conflict Between Owners. Working Paper, 2005, Simon Fraser University.
Goss, A., and Roberts, G. S., The Impact of Corporate Social Responsibility on the Cost of Bank Loans, Journal of Banking & Finance, 2011, 35: P. 1794-1810.
husted, B. Corporate Social Responsibility: To Contribute, Collabrate or Internalize. Long Range Planning, 2003, 36: P. 481-98.
Rynning-T?nnesen, C., Interwance with Christian Rynning-T?nnesen (Statkraft) The Power to Adapt: ??Building One of the World Largest Renewables Power Produers. Mit Sloan Management Review. August, 2011.
Hillman, A. and Keim, G., Shareholder Value, Stakeholder Management, and Social Issues: What Botom Line? Strategic Management Journal, 2001, 22: P. 125-139
Litz, R. A., A resource-based-view of the socially responsible firm: Stakeholder interdependence, ethical awareness, and issue responsiveness as strategic assets, Journal of Business Ethics, 1996, 15(12): p. 1355-1363
Chakravarthy. B., Measurings Strategic Performance. Strategic Management Journal, 1986, 7 (5): p. 437-458.
Prahalaad. C. K., Corporate Governance or Corporate Value Added? Rethinking the Primacy of Shareholder Value. In: Studies in International Corporate Finance and Governance Systems, Chew D (Ed.). 1997, New York: Oxford University Press; 46-56.
amit, R. and zott, C., Value Creation in E-Business. Strategic Management Journal. 2001, 22 (6): P: 493.
Schweizer, L., Concept and Evolution of Business Models. Journal of General Management, 2005, 31 (2): p. 37-56
Seddon, P.B., Lewis, G.P., Freeman, P. and Shanks, G., The Case for Viewing Business Models as Abstracts of Strategy. Communications of ais, 2004, 13: p.427-442.
.