Management Decision

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Mainstream, Edinburgh. O. (1970), Exit, Voice, and Loyalty: Responses to Decline in Firms, Organizations, and States, Harvard University Press, Cambridge, MA. Ingle, S. html McMaster, R. ”, Journal of the Institute of Economic Affairs, Vol. 17 No. 3, September, pp. 25-9. Morrow, S. (2003), The People’s Game? Football, Finance and Society, Palgrave Macmillan, Basingstoke. Nooteboom, B. (1999), “Voice- and exit-based forms of corporate control: Anglo-American, European, and Japanese”, Journal of Economic Issues, Vol.

A critical examination of partnerships”, PhD thesis, International Centre for Corporate Social Responsibility (ICCSR), University of Nottingham, Nottingham. M. and Crane, A. (2008), “Implementing CSR through partnerships: understanding the selection, design and institutionalisation of nonprofit-business partnerships”, Journal of Business Ethics, special issue on CSR Implementation, forthcoming. W. and Parker, B. (2005), “Cross-sector partnerships to address social issues: challenges to theory and practice”, Journal of Management, Vol.

The next section will discuss briefly each one in order to highlight their intangible characteristics and the rational behind the failure to deliver systematic change in businesses. SRIs and shareholder activism Within the above climate the interaction between the different types of investors and corporations has attracted attention due to the central claim suggesting that change can be delivered within companies (Haigh and Hazelton, 2004). Some of the interfaces through which investors can deliver these changes are through socially responsible investments (SRIs) (Haigh and Hazelton, 2004; Jayne and Sherratt, 2003) and shareholder (Haigh and Hazelton, 2004; Lewis and Mackenzie, 2000) activism.

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