Senior executives' personal values: the role personal values play in decisions regarding corporate philanthropy – a theoretical model Online publication date: Sat, 10-Mar-2007
by Graham R. Jones
International Journal of Management and Decision Making (IJMDM), Vol. 8, No. 2/3/4, 2007
Abstract: Corporate philanthropy is increasingly emerging as an issue that demands a response from corporate Australia. The recent Asian Tsunami has heightened shareholder interest in the philanthropic actions of Australian corporate boards. There are many issues of interest in the area of corporate philanthropy but the influence of individual senior executives on individual corporations' decision-making process is of interest to those making the decisions whether to donate and those who are seeking the support of corporate Australia. This study seeks to review the prior literature and develop a theoretical decision-making model that includes senior executives' personally held values as an essential component. In particular, it attempts to present a model that demonstrates the implicit role that personally held values play when a corporation makes philanthropic decisions.
Online publication date: Sat, 10-Mar-2007
If you are not a subscriber and you just want to read the full contents of this article, buy online access here.Complimentary Subscribers, Editors or Members of the Editorial Board of the International Journal of Management and Decision Making (IJMDM):
Login with your Inderscience username and password:
Want to subscribe?
A subscription gives you complete access to all articles in the current issue, as well as to all articles in the previous three years (where applicable). See our Orders page to subscribe.
If you still need assistance, please email email@example.com