Correction: Speaking Truth to Power: Twitter Reactions to the Panama Papers

Journal of Business Ethics -     

Correction: Social Accountability,Ethics, and the Occupy Wall Street Protests

Journal of Business Ethics -     

Web disclosure and the market for charitable contributions

Nonprofit organizations face intense competition in the market for charitable contributions. Increasingly, donation decisions are made online, and organizations have responded by implementing substantive Internet disclosure and reporting regimes. We posit here that the voluntary disclosure of financial and performance information inherent in these regimes provides additional relevant information to a broad array of market participants, and thus has a positive impact on the receipt of charitable contributions. We test our hypotheses on a random sample of 400 US nonprofit organizations by building on the well established economic model of giving (Weisbrod and Dominguez, 1986), in which donations serve as the proxy for demand. Our central research question is thus: Are donors willing to “pay” for Web disclosure? Results indicate a positive relationship between the level of charitable contributions and the amount of disclosure provided by an organization on its website; however, performance and annual report disclosure are more important than financial disclosure, and performance disclosure has the biggest impact in organizations that are less reliant on donations.     

Social Accountability,Ethics, and the Occupy Wall Street Protests

Journal of Business Ethics - The growing interest in sustainable development in all sectors of the economy has fostered a noteworthy shift toward responsible management education (RME). This...     

New Media and External Accounting Information: A Critical Review

The proliferation of new media has initiated substantial changes in both the production and consumption of accounting information. The implications for accounting research and practice are considerable. To help understand these implications, this paper represents a critical review of the literature on new media and external accounting information.     

Strategies for competitive advantage in nonprofit organisations

In the commercial sector, a range of strategies has been proposed for competitive advantage. Many of these strategies are inappropriate for nonprofit organisations. (The terms ‘nonprofit’, ‘not-for-profit’ and ‘charity’ are used interchangeably in this paper.) This paper proposes four generic strategies for competitive advantage in nonprofit organisations: externally driven, niche, differentiation and awareness. The niche strategy has two sub-strategies: the issue or emotional niche and the geographical niche. Differentiation has three sub-strategies; differentiation by audience, differentiation by product and differentiation by belief. These four strategies are not mutually exclusive and many nonprofit organisations move from one strategy to another. A development model for these transitions is proposed.     

Five direct marketing strategies for nonprofit organisations

This paper outlines five direct marketing strategies which nonprofit organisations are following; Donation-led, Intimacy, Audience-led, Product-led and Multi-product. The purpose in identifying these strategies is to show that nonprofit organisations have a greater range of strategic choices than is often assumed. The second part of the paper looks at the building blocks for a successful direct marketing strategy and shows how they differ between the five strategies. Direct marketing is used as a generic term throughout this paper. Relationship marketing is used to indicate relationship building, as opposed to simply communicating directly.     

Do early birds get the returns? An empirical investigation of early‐mover advantages in acquisitions

We explore whether pioneering advantages exist for early‐mover acquirers in industry acquisition waves by examining both combined (target and acquirer) and acquirer stock returns. Combined abnormal returns are higher for acquisitions that occur at the beginning of acquisition waves. However, for acquirers' returns, only strategic pioneers—those acting in manners consistent with having superior information—capture significant advantages. Specifically, early‐mover acquirers who realize superior stock returns are those that conduct acquisitions in related industries, during industry expansionary phases, and finance their acquisitions as financial theory suggests they should when they possess an informational advantage—with cash. Our findings extend the first‐mover literature to corporate practices and link these practices to acquisition returns. Copyright © 2004 John Wiley & Sons, Ltd.