Search results for ""Author Robert A. Phillips""

Book SynopsisHonoring the twenty-fifth anniversary of one of the most influential books in the history of business strategy and ethics, R. Edward Freeman's Strategic Management: A Stakeholder Approach, this work assembles a collection of contributions by the most influential and widely cited scholars working in the area of stakeholder scholarship today.The analyses collected here comment on the impact Freeman's book - and stakeholder theory more generally - has had upon the fields of management and organizational ethics. This study also includes original responses from Freeman himself. As the conversation about stakeholders hits its academic and popular stride, this timely volume provides both a retrospective of stakeholder theory's history as well as a guide to the questions that are likely to emerge during the next quarter century, providing a new foundation for future theory and practice. This volume will be an indispensible resource for any serious scholar working in the area of stakeholder theory. Additionally, because the language of managing stakeholder relationships is becoming increasingly popular, practicing executives and NGO members will find this an exceptional and informative reference. Contributors include: S.L. Berman, D.A. Bosse, T. Donaldson, H. Elms, R.E. Freeman, J.S. Harrison, E.M. Hartman, M.E. Johnson-Cramer, T.M. Jones, M. Patzer, A.G. Scherer, P.H. WerhaneTable of ContentsContents: Preface 1. Bounding the World’s Miseries: Corporate Responsibility and Freeman’s Stakeholder Theory Heather Elms, Michael E. Johnson-Cramer and Shawn L. Berman 2. The Nature of Firm–Stakeholder Relationships: Realizing the Potential of an Underappreciated Contribution of Freeman’s 25-Year-Old Classic Thomas M. Jones 3. Freeman: Win–Win and the Common Good Edwin M. Hartman 4. Stakeholder Theory in Strategic Management: A Retrospective Jeffrey S. Harrison 5. Globalization, Mental Models and Decentering Stakeholder Approaches Patricia H. Werhane 6. The Inescapability of a Minimal Version of Normative Stakeholder Theory Thomas Donaldson 7. Where is the Theory in Stakeholder Theory? A Meta-analysis of the Pluralism in Stakeholder Theory Andreas Georg Scherer and Moritz Patzer 8. Stakeholder Orientation, Managerial Discretion and Nexus Rents Robert A. Phillips, Shawn L. Berman, Heather Elms and Michael E. Johnson-Cramer 9. Stakeholders, Entrepreneurial Rent and Bounded Self-interest Douglas A. Bosse and Jeffrey S. Harrison 10. Some Thoughts on the Development of Stakeholder Theory R. Edward Freeman Index

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Book SynopsisHonoring the twenty-fifth anniversary of R. Edward Freemanâs Strategic Management: A Stakeholder Approach, one of the most influential books in the history of business strategy and ethics, this work assembles a collection of contributions from some of the most renowned and widely-cited scholars working in the area of stakeholder scholarship today.Table of ContentsContents: Preface 1. Bounding the World’s Miseries: Corporate Responsibility and Freeman’s Stakeholder Theory Heather Elms, Michael E. Johnson-Cramer and Shawn L. Berman 2. The Nature of Firm–Stakeholder Relationships: Realizing the Potential of an Underappreciated Contribution of Freeman’s 25-Year-Old Classic Thomas M. Jones 3. Freeman: Win–Win and the Common Good Edwin M. Hartman 4. Stakeholder Theory in Strategic Management: A Retrospective Jeffrey S. Harrison 5. Globalization, Mental Models and Decentering Stakeholder Approaches Patricia H. Werhane 6. The Inescapability of a Minimal Version of Normative Stakeholder Theory Thomas Donaldson 7. Where is the Theory in Stakeholder Theory? A Meta-analysis of the Pluralism in Stakeholder Theory Andreas Georg Scherer and Moritz Patzer 8. Stakeholder Orientation, Managerial Discretion and Nexus Rents Robert A. Phillips, Shawn L. Berman, Heather Elms and Michael E. Johnson-Cramer 9. Stakeholders, Entrepreneurial Rent and Bounded Self-interest Douglas A. Bosse and Jeffrey S. Harrison 10. Some Thoughts on the Development of Stakeholder Theory R. Edward Freeman Index

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Book SynopsisThis landmark book takes a retrospective look at the most important and influential works in the study of stakeholders since Freeman?s 1984 publication, Strategic Management: A Stakeholder Approach. 2009 marked the 25th anniversary of this watershed in organizational scholarship, so now is an excellent time for Phillips and Freeman to revisit this topical and exciting subject.From the tremendous upsurge in the literature, the editors have carefully selected ground-breaking works on topics including corporate governance, stakeholder-agency theory, management models, ethical theory and stakeholder orientation. This invaluable volume will shape the thinking of scholars and academics for the next 25 years.Trade Review‘The specialists in stakeholder theory Robert A. Philips and R. Edward Freeman have done a very good job in making this collection of what they consider as the most important articles in stakeholder theory. The book is a central reference collection that is indispensable for the scholar and student in stakeholder theory. . . this is a well-selected collection of the field of stakeholder management that contains all the most important articles and positions of the field of stakeholder theory.’ -- Jacob Dahl Rendtorff, Society and Business Review‘This impressive volume provides a comprehensive view of stakeholder scholarship, spanning strategic and ethical perspectives, theory and research, supporters and critics. This collection is an invaluable resource and guide for understanding the core of stakeholder scholarship, and the chapters provide a clear sense of the dialogue among scholars that has propelled an evolution in thought and practice.’ -- Joshua Margolis, Harvard Business School, USTable of ContentsContents: Acknowledgements Introduction Robert A. Phillips and R. Edward Freeman 1. R. Edward Freeman (1984), ‘Stakeholder Management: Framework and Philosophy’ 2. R. Edward Freeman and William M. Evan (1990), ‘Corporate Governance: A Stakeholder Interpretation’ 3. R. Edward Freeman (1994), ‘The Politics of Stakeholder Theory: Some Future Directions’ 4. Margaret M. Blair (1995), ‘Whose Interests Should Corporations Serve?’ 5. Thomas M. Jones (1995), ‘Instrumental Stakeholder Theory: A Synthesis of Ethics and Economics’ 6. Margaret M. Blair (1998), ‘For Whom Should Corporations Be Run? An Economic Rationale for Stakeholder Management’ 7. Thomas Donaldson and Lee E. Preston (1995), ‘The Stakeholder Theory of the Corporation: Concepts, Evidence, and Implications’ 8. Ronald K. Mitchell, Bradley R. Agle and Donna J. Wood (1997), ‘Toward a Theory of Stakeholder Identification and Salience: Defining the Principle of Who and What Really Counts’ 9. Robert A. Phillips (1997), ‘Stakeholder Theory and a Principle of Fairness’ 10. Timothy J. Rowley (1997), ‘Moving Beyond Dyadic Ties: A Network Theory of Stakeholder Influences’ 11. Jeff Frooman (1999), ‘Stakeholder Influence Strategies’ 12. Russell W. Coff (1999), ‘When Competitive Advantage Doesn’t Lead to Performance: The Resource-based View and Stakeholder Bargaining Power’ 13. Shawn L. Berman, Andrew C. Wicks, Suresh Kotha and Thomas M. Jones (1999), ‘Does Stakeholder Orientation Matter? The Relationship Between Stakeholder Management Models and Firm Financial Performance’ 14. Thomas M. Jones and Andrew C. Wicks (1999), ‘Convergent Stakeholder Theory’ 15. Stuart Ogden and Robert Watson (1999), ‘Corporate Performance and Stakeholder Management: Balancing Shareholder and Customer Interests in the U.K. Privatized Water Industry’ 16. Richard Marens and Andrew Wicks (1999), ‘Getting Real: Stakeholder Theory, Managerial Practice, and The General Irrelevance of Fiduciary Duties Owed to Shareholders’ 17. Thomas A. Kochan and Saul A. Rubinstein (2000), ‘Toward a Stakeholder Theory of the Firm: The Saturn Partnership’ 18. Michael C. Jensen (2002), ‘Value Maximization, Stakeholder Theory, and the Corporate Objective Function’ 19. S. Venkataraman (2002), ‘Stakeholder Value Equilibration and the Entrepreneurial Process’ 20. Marguerite Schneider (2002), ‘A Stakeholder Model of Organizational Leadership’ 21. R. Edward Freeman and Robert A. Phillips (2002), ‘Stakeholder Theory: A Libertarian Defense’ 22. Richard A. Wolfe and Daniel S. Putler (2002), ‘How Tight Are the Ties that Bind Stakeholder Groups?’ 23. Robert A. Phillips, R. Edward Freeman and Andrew C. Wicks (2003), ‘What Stakeholder Theory is Not’ 24. Timothy J. Rowley and Mihnea Moldoveanu (2003), ‘When Will Stakeholder Groups Act? An Interest-and Identity-based Model of Stakeholder Group Mobilization’ 25. Robert Phillips (2003), ‘Stakeholder Legitimacy’ 26. Anant K. Sundaram and Andrew C. Inkpen (2004), ‘The Corporate Objective Revisited’ 27. R. Edward Freeman, Andrew C. Wicks and Bidhan Parmar (2004), ‘Stakeholder Theory and “The Corporate Objective Revisited”’ 28. Anant K. Sundaram and Andrew C. Inkpen (2004), ‘Stakeholder Theory and “The Corporate Objective Revisited”: A Reply’ 29. Cheryl Carleton Asher, James M. Mahoney and Joseph T. Mahoney (2005), ‘Towards a Property Rights Foundation for a Stakeholder Theory of the Firm’ 30. John F. McVea and R. Edward Freeman (2005), ‘A Names-and-Faces Approach to Stakeholder Management: How Focusing on Stakeholders as Individuals Can Bring Ethics and Entrepreneurial Strategy Together’ 31. James P. Walsh (2005), ‘Book Review Essay: Taking Stock of Stakeholder Management’ 32. Thomas M. Jones, Will Felps and Gregory A. Bigley (2007), ‘Ethical Theory and Stakeholder-related Decisions: The Role of Stakeholder Culture’ 33. Jerry D. Goodstein and Andrew C. Wicks (2007), ‘Corporate and Stakeholder Responsibility: Making Business Ethics a Two-Way Conversation’ 34. R. Edward Freeman (2007), ‘Managing for Stakeholders’, from ‘The Purpose of the Corporation’ 35. Mary Sully De Luque, Nathan T. Washburn, David A. Waldman and Robert J. House (2008) ‘Unrequited Profit: How Stakeholder and Economic Values Relate to Subordinates’ Perceptions of Leadership and Firm Performance’ Name Index

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Book SynopsisTrade ReviewPraise for When Rabbit Howls“Startling...stunning...powerful.”—The San Francisco Chronicle“Perhaps the most extraordinary victim of multiple personalities on record. A nightmarish story the reader cannot easily forget.”—The Chicago Tribune“Horrifying, compelling...a shocking tale...extremely disturbing.”—Psychology Today“A fascinating book...unusual and very emotionally touching.”—Dr. Cornelia Wilbur, the psychiatrist who treated Sybil“An extraordinary story. [When Rabbit Howls] is the reconstruction, through therapy, of the lost life of a woman so...abused by her stepfather that her only defense down the years was to shatter into the Troops...no fewer than 92 different and autonomous personalities.”—The Guardian (London)“Remarkable...alarmingly real and courageous.”—Toronto Sun“Fascinating, provocative reading.”—Library Journal“The first book authored by a multiple personality...When Rabbit Howls is a document that breaks the silence...a searing indictment of the crime of child sexual abuse...a truly moving and thought-provoking work...an uplifting, inspiring story of a survivor.”—Sojourner: The Women’s Forum

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Book SynopsisA revolution in American medicine is in full swing, with the race from fee-for-service to fee-for-value at the front line in a battle that will transform healthcare delivery for decades to come. Robert A. Phillips brings together key thought leaders and trail-blazing practitioners, who provide an exploration of the strategies, innovations, and paradigm shifts that are driving this transformation.Trade Review"America's Healthcare Transformation claims that we are in the midst of a fundamental transformation of the practice of medicine and the $3 trillion annual health care industry. Indeed, this claim is persuasively and seamlessly documented by the contents of the book describing 5 domains: patient safety and quality; health care delivery redesign; emerging paradigms in the practice of medicine; health care delivery reform; and the patient experience." * Journal of Public Health Management and Practice *"Based on his own experience in leading effective change in one of America’s premier academic hospitals, Dr. Phillips has brought together leaders from many disciplines to provide guidance on steering medical institutions through the current turbulent changes in U.S. healthcare. By focusing on the key elements in the evolving transformation of healthcare – safety and quality; the redesign of healthcare delivery; new models of medical practice; methods of reimbursement; and the patient experience – the book provides a comprehensive overview of where we are, how we got here, and where we still need to go to assure that our healthcare system meets the needs of all patients with the highest quality and in the most compassionate, effective, and efficient manner. As such, it has much to offer a wide range of individuals, from the lay public and those interested in healthcare policy, to those charged with leading operational change in their own institutions on a daily basis.” -- Barry S. Coller, M.D. * Physician in Chief and Vice President for Medical Affairs, The Rockefeller University *Table of ContentsPart I: Patient Safety and Quality 1.Organizing Performance Management to Support High Reliability Healthcare Erin S. DuPree, MD, FACOG Chief Medical Officer and Vice President; Joint Commission Center for Transforming Healthcare Mark R. Chassin, MD, FACP, MPP, MPH President and Chief Executive Officer; The Joint Commission 2.Elimination of Unintended Variation in Patient Care Gary S. Kaplan, MD, FACP, FACMPE, FACPE Chairman and CEO; Virginia Mason Health System 3.Fundamental Approaches to Measuring and Improving Patient Safety Sarah P. Slight, MPharm, PhD, PGDip School of Medicine, Pharmacy, and Health; Wolfson Research Institute David W. Bates MD, MSc Senior Vice President for Quality and Safety; Chief Quality Officer; Brigham and Women’s Hospital; Brigham and Women’s Physicians Organization 4.The Organizational Culture that Supports Patient Safety Alberta T. Pedroja, PhD, CPHQ, HACP ATP Healthcare Services, LLC 5.The Role of Health Information Technology in Patient Safety Sarah P. Slight, MPharm, PhD, PGDip School of Medicine, Pharmacy, and Health; Wolfson Research Institute David W. Bates MD, MSc Senior Vice President for Quality and Safety; Chief Quality Officer; Brigham and Women’s Hospital; Brigham and Women’s Physicians Organization 6.Training Physician Leaders in Patient Safety and Quality - Progress and Challenge Susan A. Abookire, BSEE, MD, MPH, FACP 7.Use of Registries and Public Reporting to Improve Healthcare Kasaiah Makam, MD Center for Heart and Vascular Health; Christiana Care Health System Sandra Weiss, MD Center for Heart and Vascular Health; Christiana Care Health System William S. Weintraub, MD, MACC John H. Ammon Chair of Cardiology; Center for Heart and Vascular Health; Christiana Care Health System Part II: Healthcare Delivery Redesign 8.Achieving Higher Quality and Lower Costs Via Innovation in Health Care Delivery Design Elizabeth Malcolm, MD, MSHS Director of Implementation and Evaluation, Clinical Excellence Research Center; Instructor in Medicine; Stanford University School of Medicine Arnold Milstein, MD, MPH Professor of Medicine; Director of the Clinical Excellence Research Center; Stanford University School of Medicine 9.Population Health Management: The Lynchpin of Emerging Healthcare Delivery Models Julia D. Andrieni, M.D. Vice President, Population Health and Primary Care, Houston Methodist; President, Houston Methodist Physicians Alliance for Quality 10.Healthcare Delivery Redesign:Team-Based Care Nana E. Coleman, MD, EdM Assistant Professor of Pediatrics; Baylor College of Medicine; Section of Critical Care Medicine; Texas Children’s Hospital Alicia D.H. Monroe, MD Provost and Senior Vice President for Academic and Faculty Affairs; Professor, Family and Community Medicine; Baylor College of Medicine 11.Medicine Unplugged: Can mHealth Transform Healthcare? Ju Young Kim MD, PhD Scripps Translational Science Institute; Clinical Associate Professor, Seoul National University Bundang Hospital Steven Steinhubl, MD Director of Digital Medicine; Scripps Translational Science Institute 12.Telemedicine: Virtually Redefining the Delivery of Care Jason Gorevic, Chief Executive Officer, Teladoc 13.Grand-Aides: Leveraging the Workforce for More Effective and Less Expensive Care Arthur Garson, Jr., MD, MPH Chairman, Grand-Aides USA and International; Director, Health Policy Institute; Texas Medical Center 14.Convenience Care and the Rise of Retail Clinics Tine Hansen-Turton, MGA, JD, FCPP, FAAN Chief Executive Officer, National Nursing Centers Consortium; Executive Director, Convenient Care Association Kenneth Patric, MD, DABFM Chief Medical Officer; The Little Clinic Janet J. Teske, DNP Director, Aurora QuickCare Clinics Part III: Emerging Paradigms in the Practice of Medicine 15.Using Guideline-Based Medicine to Improve Patient Care Kunal N. Karmali, MD, MS Departments of Preventive Medicine and Medicine; Feinberg School of Medicine; Northwestern University Philip Greenland, MD Harry W. Dingman Professor; Departments of Preventive Medicine and Medicine; Feinberg School of Medicine; Northwestern University 16.Precision Medicine: Expanded and Translational Hanh H. Hoang, PhD Research Operations Manager; Office of Strategic Research Initiatives; Houston Methodist Research Institute Mauro Ferrari, PhD Ernest Cockrell Jr. Presidential Distinguished Chair; President and Chief Executive Officer, Houston Methodist Research Institute; Senior Associate Dean and Professor of Medicine, Weill Cornell Medical College 17.Evidence-Based Medicine and Shared Decision-Making Kasey R. Boehmer, MPH Knowledge and Evaluation Research Unit; Mayo Clinic Victor M. Montori, MD, MSc Knowledge and Evaluation Research Unit; Mayo Clinic Henry H. Ting, MD, MBA Senior Vice President; Chief Medical Officer for Quality and Patient Safety; New York-Presbyterian Hospital and Healthcare System Part IV: Healthcare Reform and New Payment Methods 18.The Rise of Consumerism and How Insurance Reform Will Drive Healthcare Delivery Reform James L. Field, MBA, DBA President of Research and Insights Division; The Advisory Board Company 19.Creating the Healthcare Transformation from Volume to Value Nikhil G. Thaker, MD Division of Radiation Oncology; The University of Texas MD Anderson Cancer Center Thomas W. Feeley, MD Helen Shafer Fly Distinguished Professor of Anesthesiology; Head, Institute for Cancer Care Innovation; The University of Texas MD Anderson Cancer Center; Harvard Business School Part V: Patient Experience, Engagement, and Services 20.Innovations in Patient Experience Deirdre Mylod, PhD Executive Director, Institute for Innovation; Senior Vice President, Decision Analytics & Research; Press Ganey Associates Thomas H. Lee, MD Chief Medical Officer; Press Ganey Associates Sharyl Wojciechowski, MA Patient Experience Knowledge Manager; Press Ganey Associates 21.Behavioral Economics and Stanford Health Care’s C-I-CARE Patient Experience Amir Dan Rubin Executive Vice President, Optum / UnitedHealth Group; Former President and CEO, Stanford Health Care 22. Impact of an Engaged Workforce on Patient Care: Our Culture of I CARE Marc L. Boom, M.D., M.B.A. President and CEO; Houston Methodist

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