Mark Sharfman
Mark Sharfman
Director, Division of Management & International Business, University of Oklahoma
Verified email at ou.edu - Homepage
Title
Cited by
Cited by
Year
Does decision process matter? A study of strategic decision-making effectiveness
JW Dean Jr, MP Sharfman
Academy of management journal 39 (2), 368-392, 1996
14701996
Environmental risk management and the cost of capital
MP Sharfman, CS Fernando
Strategic management journal 29 (6), 569-592, 2008
8462008
Antecedents of organizational slack
MP Sharfman, G Wolf, RB Chase, DA Tansik
Academy of Management review 13 (4), 601-614, 1988
7611988
Conceptualizing and measuring the organizational environment: A multidimensional approach
MP Sharfman, JW Dean Jr
Journal of management 17 (4), 681-700, 1991
6461991
Procedural rationality in the strategic decision‐making process
JW Dean Jr, MP Sharfman
Journal of management Studies 30 (4), 587-610, 1993
5861993
The construct validity of the Kinder, Lydenberg & Domini social performance ratings data
M Sharfman
Journal of Business Ethics 15 (3), 287-296, 1996
4451996
Legitimacy, visibility, and the antecedents of corporate social performance: An investigation of the instrumental perspective
SC Chiu, M Sharfman
Journal of Management 37 (6), 1558-1585, 2011
3372011
Erratic strategic decisions: when and why managers are inconsistent in strategic decision making
J Robert Mitchell, DA Shepherd, MP Sharfman
Strategic management journal 32 (7), 683-704, 2011
2922011
Flexibility in strategic decision making: informational and ideological perspectives
MP Sharfman, JW Dean Jr
Journal of management studies 34 (2), 191-217, 1997
2901997
The road to cooperative supply‐chain environmental management: trust and uncertainty among pro‐active firms
MP Sharfman, TM Shaft, RP Anex Jr
Business Strategy and the Environment 18 (1), 1-13, 2009
2862009
The relationship between procedural rationality and political behavior in strategic decision making
JW Dean Jr, MP Sharfman
Decision sciences 24 (6), 1069-1083, 1993
2761993
Industry variety and performance
G Miles, CC Snow, MP Sharfman
Strategic Management Journal 14 (3), 163-177, 1993
2551993
The context of interorganizational collaboration in the garment industry: An institutional perspective
MP Sharfman, B Gray, A Yan
The Journal of applied behavioral science 27 (2), 181-208, 1991
1951991
A model of the global and institutional antecedents of high-level corporate environmental performance
MP Sharfman, TM Shaft, L Tihanyi
Business & Society 43 (1), 6-36, 2004
1532004
Changing institutional rules: The evolution of corporate philanthropy, 1883-1953
M Sharfman
Business & Society 33 (3), 236-269, 1994
1461994
The next step in becoming “green”: Life-cycle oriented environmental management
M Sharfman, RT Ellington, M Meo
Business Horizons 40 (3), 13-22, 1997
981997
Reliability assessment of the attitude towards computers instrument (ATCI)
TM Shaft, MP Sharfman, WW Wu
Computers in human behavior 20 (5), 661-689, 2004
842004
The effects of managerial values on social issues evaluation: An empirical examination
MP Sharfman, TS Pinkston, TD Sigerstad
Business & Society 39 (2), 144-182, 2000
722000
Assessing the concurrent validity of the revised Kinder, Lydenberg, and Domini corporate social performance indicators
TA Hart, M Sharfman
Business & Society 54 (5), 575-598, 2015
612015
Stakeholder‐centric governance and corporate social performance: A cross‐national study
AM Shahzad, MA Rutherford, MP Sharfman
Corporate Social Responsibility and Environmental Management 23 (2), 100-112, 2016
532016
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