This work is licensed under a
Creative Commons Attribution 4.0 International License
[1] Kostjuk, K. 2005. Russia: The line between small businesses and big politics. In A. Habisch, J. Jonker, M. Wegner, & R. Schmidpeter (Eds. ), CSR across Europe: 209–218. Berlin: Springer.
[2] Lewis, S. (2003), Reputation and corporate responsibility, Journal of Communication Management, Vol. 7.
[3] Maon, F., Lindgreen, A., and Swaen, V. (2009), Designing and implementing corporate social responsibility: an integrative framework grounded in theory and practice, Journal of Business Ethics, Vol. 87.
DOI: https://doi.org/10.1007/s10551-008-9804-2[4] McEwen, W.J. 2008. When the Going Gets Tough. The Gallup Management Journal, New York of Management Perspectives, 26(4), 51–65.
[5] Mr. Uvais. M, Ms. Hafeefa Cholasseri, (2013).
[6] Pless, N. M., Maak, T., & Waldman, D. A. (2012). Different approaches toward doing the right thing: Mapping the responsibility orientations of leaders. Academy.
DOI: https://doi.org/10.5465/amp.2012.0028[7] Porter, M., and Kramer, M. 2011. Creating Shared Value. Harvard Business Review, 89 (1/2): 62-77.
[8] Williams, C. A. & Conley, J. M. (2009). Global banks as global sustainability regulators: The equator principles. Unpublished manuscript.
[9] Williams, C. A., & Conley, J. M. 2005. An emerging third way? The erosion of the Anglo-Amercian shareholder value construct. Cornell International Law Journal, 38: 493–551.