Bernadette M. Ruf

Bio: Bernadette M. Ruf is an academic researcher from Delaware State University. The author has contributed to research in topics: Stakeholder theory & Stakeholder. The author has an hindex of 9, co-authored 15 publications receiving 1262 citations. Previous affiliations of Bernadette M. Ruf include University of Delaware & College of Business Administration.

An empirical investigation of the relationship between change in corporate social performance and financial performance: A stakeholder theory perspective

Abstract: Stakeholder theory provides a framework for investigating the relationship between corporate social performance (CSP) and corporate financial performance. This relationship is investigated by examining how change in CSP is related to change in financial accounting measures. The findings provide some support for a tenet in stakeholder theory which asserts that the dominant stakeholder group, shareholders, financially benefit when management meets the demands of multiple stakeholders. Specifically, change in CSP was positively associated with growth in sales for the current and subsequent year. This indicates that there are short-term benefits from improving CSP. Return on sales was significantly positively related to change in CSP for the third financial period, indicating that long-term financial benefits may exist when CSP is improved.

Expert Systems Usage and Knowledge Acquisition: An Empirical Assessment of Analogical Reasoning in the Evaluation of Internal Controls

Abstract: This article reports the results of a laboratory experiment that investigates the effectiveness of expert systems' explanatory capabilities in transferring knowledge to novice auditors. Three types of expert systems were developed and knowledge transfer was assessed through three outcome measures: accuracy, mean absolute error (MAE), and confidence. Findings indicated that expert system type impacted on the outcome measures. In addition, overconfidence was found to be significantly different for the expert system incorporating analogical reasoning techniques than for the other treatment conditions. The no-explanation group had the highest level of overconfidence, followed by the explanation group. The findings suggest that an expert system designed to incorporate analogical learning techniques along with the explanation can enhance knowledge transfer compared to a system that just provides explanations.

Eight dimensions of corporate social performance: determination of relative importance using the analytic hierarchy process.

Abstract: This paper provides an objective, empirically based approach for measuring corporate social performance (CSP) based on eight dimensions of social responsibility. The analytic hierarchy process, a m...

Employee Relations and the Likelihood of Occurrence of Corporate Financial Distress

Abstract: In this paper, we investigate the association of employee relations with the occurrence of onset of financial distress. We argue that if adverse economic conditions arise, firms that have maintained good employee relations will be more effective in obtaining temporary labor concessions. As a result, firms with good employee relations, to the extent they are dependent on labor in the conduct of business operations, should be more likely to avoid the onset of future financial distress. The empirical findings we document support this prior.

The corporate social performance-financial performance link

Abstract: Strategic managers are consistently faced with the decision of how to allocate scarce corporate resources in an environment that is placing more and more pressures on them. Recent scholarship in strategic management suggests that many of these pressures come directly from sources associated with social issues in management, rather than traditional arenas of strategic management. Using a greatly improved source of data on corporate social performance, this paper reports the results of a rigorous study of the empirical linkages between financial and social performance. Corporate social performance (CSP) is found to be positively associated with prior financial performance, supporting the theory that slack resource availability and CSP are positively related. CSP is also found to be positively associated with future financial performance, supporting the theory that good management and CSP are positively related.? 1997 by John Wiley & Sons, Ltd

Shareholder value, stakeholder management, and social issues: what's the bottom line?

Abstract: We test the relationship between shareholder value, stakeholder management, and social issue participation. Building better relations with primary stakeholders like employees, customers, suppliers, and communities could lead to increased shareholder wealth by helping firms develop intangible, valuable assets which can be sources of competitive advantage. On the other hand, using corporate resources for social issues not related to primary stakeholders may not create value for shareholders. We test these propositions with data from S&P 500 firms and find evidence that stakeholder management leads to improved shareholder value, while social issue participation is negatively associated with shareholder value. Copyright © 2001 John Wiley & Sons, Ltd.

Corporate social responsibility and access to finance

Abstract: We investigate whether superior performance on corporate social responsibility (CSR) strategies leads to better access to finance. We hypothesize that better access to finance can be attributed to (1) reduced agency costs due to enhanced stakeholder engagement and (2) reduced informational asymmetry due to increased transparency. Using a large cross-section of firms, we find that firms with better CSR performance face significantly lower capital constraints. We provide evidence that both better stakeholder engagement and transparency around CSR performance are important in reducing capital constraints. The results are further confirmed using several alternative measures of capital constraints, a paired analysis based on a ratings shock to CSR performance, an instrumental variables approach, and a simultaneous equations approach. Finally, we show that the relation is driven by both the social and environmental dimension of CSR. Copyright © 2013 John Wiley & Sons, Ltd.

Corporate Social Performance As a Competitive Advantage in Attracting a Quality Workforce

Abstract: Several researchers have suggested that a talented, quality workforce will become a more important source of competitive advantage for firms in the future. Drawing on social identity theory and signaling theory, the authors hypothesize that firms can use their corporate social performance (CSP) activities to attract job applicants. Specifically, signaling theory suggests that a firm’s CSP sends signals to prospective job applicants about what it would be like to work for a firm. Social identity theory suggests that job applicants have higher self-images whenworking for socially responsive firms over their less responsive counterparts. The authors conducted an experiment in which they manipulated CSP and found that prospective job applicants are more likely to pursue jobs from socially responsible firms than from firms with poor social performance reputations. The implications of these findings for academicians and practitioners alike are discussed.

Measuring Corporate Social Responsibility: A Scale Development Study

Abstract: Corporate social responsibility (CSR) is one of the most prominent concepts in the literature and, in short, indicates the positive impacts of businesses on their stakeholders. Despite the growing body of literature on this concept, the measurement of CSR is still problematic. Although the literature provides several methods for measuring corporate social activities, almost all of them have some limitations. The purpose of this study is to provide an original, valid, and reliable measure of CSR reflecting the responsibilities of a business to various stakeholders. Based on a proposed conceptual framework of CSR, a scale was developed through a systematic scale development process. In the study, exploratory factor analysis was conducted to determine the underlying factorial structure of the scale. Data was collected from 269 business professionals working in Turkey. The results of the analysis provided a four-dimensional structure of CSR, including CSR to social and nonsocial stakeholders, employees, customers, and government.