ARCHIE B CARROLL
Archie Carroll served for 40 years (33 full time + 7 part time) on the faculty of the Terry College of Business, University of Georgia. He has served as Professor, Robert W. Scherer Chair of Management, Department Head, and Associate Dean. He retired from his full-time tenured position in 2005 and was named professor emeritus in 2006. He served as Director of the Nonprofit Management & Community Service Program from 2000 - 2012. He continues to be active professionally online.
Carroll received his three academic degrees in business and management from the College of Business, The Florida State University (Tallahassee).
Carroll is co-author of Business & Society: Ethics, Sustainability and Stakeholder Management, 11th Ed. (2023) with Jill Brown – one of the leading books in the field. He is co-author of Corporate Responsibility: The American Experience (2012), Cambridge University Press. This book won the BEST BOOK AWARD at the 2014 Academy of Management -- SIM Meeting in Philadelphia. He also is author of Business Ethics: Brief Readings on Vital Topics (2009).
In 2018, he was honored by Who's Who Lifetime Achievement Award in Higher Education. His 2017 article with Kareem Shabana and Ann Buchholtz won the 2017 BEST PAPER FINALIST AWARD presented by the journal BUSINESS & SOCIETY in August 2018. In 2012, Dr. Carroll was awarded the first Lifetime Achievement Award in Corporate Social Responsibility (CSR) by the Institute of Management, Humboldt University, Berlin, Germany. He is a FELLOW of the Academy of Management, International Association for Business and Society, and the Southern Management Association. He has received numerous awards and recognitions over the years for his teaching, research and service. He is former President of the Society for Business Ethics (1998-1999) and former chair (1976-1977) of the Social Issues in Management Division of the Academy of Management. .
He has published over 100 articles in leading management journals and over 20 books including multiple editions of several. He has taught extensively in Executive Development Programs in both the U. S. and abroad. He remains actively-retired in textbook revisions and other writing projects.
For more information
http://www.terry.uga.edu/directory/management/archie-b-carroll
Carroll received his three academic degrees in business and management from the College of Business, The Florida State University (Tallahassee).
Carroll is co-author of Business & Society: Ethics, Sustainability and Stakeholder Management, 11th Ed. (2023) with Jill Brown – one of the leading books in the field. He is co-author of Corporate Responsibility: The American Experience (2012), Cambridge University Press. This book won the BEST BOOK AWARD at the 2014 Academy of Management -- SIM Meeting in Philadelphia. He also is author of Business Ethics: Brief Readings on Vital Topics (2009).
In 2018, he was honored by Who's Who Lifetime Achievement Award in Higher Education. His 2017 article with Kareem Shabana and Ann Buchholtz won the 2017 BEST PAPER FINALIST AWARD presented by the journal BUSINESS & SOCIETY in August 2018. In 2012, Dr. Carroll was awarded the first Lifetime Achievement Award in Corporate Social Responsibility (CSR) by the Institute of Management, Humboldt University, Berlin, Germany. He is a FELLOW of the Academy of Management, International Association for Business and Society, and the Southern Management Association. He has received numerous awards and recognitions over the years for his teaching, research and service. He is former President of the Society for Business Ethics (1998-1999) and former chair (1976-1977) of the Social Issues in Management Division of the Academy of Management. .
He has published over 100 articles in leading management journals and over 20 books including multiple editions of several. He has taught extensively in Executive Development Programs in both the U. S. and abroad. He remains actively-retired in textbook revisions and other writing projects.
For more information
http://www.terry.uga.edu/directory/management/archie-b-carroll
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Articles by ARCHIE B CARROLL
In this article, he comments on the framework's popular usage and then presents a summary of the four-part definitional framework upon which the pyramid was created. He then comments on several characteristics of the model that were not emphasized when initially published: ethics permeates the pyramid; tensions and tradeoffs inherent; its' integrated, unified whole; its' sustainable stakeholder framework, and; its' global applicability and use in different contexts.
The article concludes by looking to the future.
The author has been a member of SIM since 1971 and served as program chair in 1975 and division chair in 1976 to 1977.
SIM is certainly a field at the community and administrative levels, and you could argue that SIM is a discipline, though we are interdisciplinary. It is not as certain that we are unique or distinctive at the intellectual level because we are not always that different in kind or quality from what is being done elsewhere in AOM, and there are more and more scholars in other divisions now working on topics that we once worked on exclusively.
However, it is equally unlikely that many of the other AOM divisions could meet a test of intellectual uniqueness. The essay emphasizes some ideas that might help improve the intellectual rigor of the SIM meetings, and the value of alliances with Society for Business Ethics (SBE) and International Association for Business and Society (IABS). A division name change, even if desirable, is not a compelling issue.
Business organizations work closely with nonprofit organizations (frequently referred to simply as “nonprofits”), as they strive to fulfill their corporate social responsibilities with careful attention to their philanthropy and community relations. Business and society relationships are greatly enhanced when businesses think of nonprofits as legitimate and important stakeholders. Nonprofit organizations are part of what is called the nonprofit sector, and there are many different types of nonprofits with varying characteristics. There are a number of
different social causes represented by nonprofit organizations, and the three vital stages of nonprofits include (1) starting, (2) governing, and (3) managing. In some countries, nonprofits are generally referred to as NGOs.
This article presents a three-stage model of how isomorphic mechanisms have shaped corporate social responsibility (CSR) reporting practices over time. In the first stage, defensive reporting, companies fail to meet stakeholder expectations due to a deficiency in firm performance. In this stage, the decision to report is driven by coercive isomorphism as firms sense pressure to close the expectational gap. In the second stage, proactive reporting, knowledge of CSR reporting spreads and the practice of CSR reporting becomes normatively sanctioned. In this stage, normative isomorphism leads other organizations to look to CSR reporting as a potential new opportunity for achieving the firm's goals. In the third stage, imitative diffusion, the defensive reporters together with the proactive reporters create a critical mass of CSR reporters that reaches a threshold at which the benefits of CSR reporting begin to outweigh any costs due to mimetic isomorphism. The study finds support for the model in an examination of Fortune 500 firms from 1997 to 2006.
In this article, he comments on the framework's popular usage and then presents a summary of the four-part definitional framework upon which the pyramid was created. He then comments on several characteristics of the model that were not emphasized when initially published: ethics permeates the pyramid; tensions and tradeoffs inherent; its' integrated, unified whole; its' sustainable stakeholder framework, and; its' global applicability and use in different contexts.
The article concludes by looking to the future.
The author has been a member of SIM since 1971 and served as program chair in 1975 and division chair in 1976 to 1977.
SIM is certainly a field at the community and administrative levels, and you could argue that SIM is a discipline, though we are interdisciplinary. It is not as certain that we are unique or distinctive at the intellectual level because we are not always that different in kind or quality from what is being done elsewhere in AOM, and there are more and more scholars in other divisions now working on topics that we once worked on exclusively.
However, it is equally unlikely that many of the other AOM divisions could meet a test of intellectual uniqueness. The essay emphasizes some ideas that might help improve the intellectual rigor of the SIM meetings, and the value of alliances with Society for Business Ethics (SBE) and International Association for Business and Society (IABS). A division name change, even if desirable, is not a compelling issue.
Business organizations work closely with nonprofit organizations (frequently referred to simply as “nonprofits”), as they strive to fulfill their corporate social responsibilities with careful attention to their philanthropy and community relations. Business and society relationships are greatly enhanced when businesses think of nonprofits as legitimate and important stakeholders. Nonprofit organizations are part of what is called the nonprofit sector, and there are many different types of nonprofits with varying characteristics. There are a number of
different social causes represented by nonprofit organizations, and the three vital stages of nonprofits include (1) starting, (2) governing, and (3) managing. In some countries, nonprofits are generally referred to as NGOs.
This article presents a three-stage model of how isomorphic mechanisms have shaped corporate social responsibility (CSR) reporting practices over time. In the first stage, defensive reporting, companies fail to meet stakeholder expectations due to a deficiency in firm performance. In this stage, the decision to report is driven by coercive isomorphism as firms sense pressure to close the expectational gap. In the second stage, proactive reporting, knowledge of CSR reporting spreads and the practice of CSR reporting becomes normatively sanctioned. In this stage, normative isomorphism leads other organizations to look to CSR reporting as a potential new opportunity for achieving the firm's goals. In the third stage, imitative diffusion, the defensive reporters together with the proactive reporters create a critical mass of CSR reporters that reaches a threshold at which the benefits of CSR reporting begin to outweigh any costs due to mimetic isomorphism. The study finds support for the model in an examination of Fortune 500 firms from 1997 to 2006.
Demonstrate for your students the importance of business ethics, sustainability and stakeholder management from a strong managerial perspective with Carroll/Buchholtz's BUSINESS AND SOCIETY: ETHICS, SUSTAINABILITY, AND STAKEHOLDER MANAGEMENT, 8E. Students learn how effective business decision makers balance and protect the interests of various stakeholders, including investors, employees, the community, and the environment -- particularly as business recovers from a perilous financial period. Proven content emphasizes the social, legal, political, and ethical responsibilities of a business to both external and internal stakeholder groups.
Business organizations work closely with nonprofit organizations (frequently referred to simply as “nonprofits”), as they strive to fulfill their corporate social responsibilities with careful attention to their philanthropy and community relations. Business and society relationships are greatly enhanced when businesses think of nonprofits as legitimate and important stakeholders. Nonprofit organizations are part of what is called the nonprofit sector, and there are many different types of nonprofits with varying characteristics. There are a number of different social causes represented by nonprofit organizations, and the three vital stages of nonprofits include (1) starting, (2) governing, and (3) managing.