User profiles for Peggy Simcic Brønn
Peggy Simcic BrønnProfessor emerita BI Norwegian Business School Verified email at bi.no Cited by 4132 |
Corporate motives for social initiative: Legitimacy, sustainability, or the bottom line?
PS Brønn, D Vidaver-Cohen - Journal of business ethics, 2009 - Springer
This article presents results of exploratory research conducted with managers from over 500
Norwegian companies to examine corporate motives for engaging in social initiatives. …
Norwegian companies to examine corporate motives for engaging in social initiatives. …
How others see us: leaders' perceptions of communication and communication managers
PS Brønn - Journal of Communication Management, 2014 - emerald.com
… In 2001, an article in Journal of Communication Management asked the question if
communication managers in Norway could pass the strategist test (Brønn, 2001). Did they have …
communication managers in Norway could pass the strategist test (Brønn, 2001). Did they have …
Corporate citizenship and managerial motivation: Implications for business legitimacy
D VIDAVER‐COHEN, PS Brønn - Business and Society …, 2008 - Wiley Online Library
In 2000, Business and Society Review published a Special Issue of the journal to explore
scholars’ ideas about how the practice of corporate citizenship would evolve in the 21st century…
scholars’ ideas about how the practice of corporate citizenship would evolve in the 21st century…
Corporate social responsibility and cause-related marketing: an overview
PS Brønn, AB Vrioni - International journal of Advertising, 2001 - Taylor & Francis
This article looks at the subject of corporate social responsibility and how companies use it
in their marketing communication activities, a practice known as cause-related marketing (…
in their marketing communication activities, a practice known as cause-related marketing (…
A reflective stakeholder approach: co‐orientation as a basis for communication and learning
P Simcic Brønn, C Brønn - Journal of Communication Management, 2003 - emerald.com
Organisations are undergoing dramatic changes as stakeholder groups exert an ever‐increasing
influence on the place and responsibilities of organisations in society. Important drivers …
influence on the place and responsibilities of organisations in society. Important drivers …
Building successful strategic alliances
In this paper we will discuss (1) why a firm would want to go into a strategic alliance,(2) the
different types of alliance, and (3) guidelines to follow when forming an alliance.
different types of alliance, and (3) guidelines to follow when forming an alliance.
Decision-making processes surrounding sponsorship activities
… Peggy Simcic Brønn Peggy Simcic Brønn is an associate professor of marketing at the
Norwegian School of Management. She has a DBA from Henley Management college at Brunel …
Norwegian School of Management. She has a DBA from Henley Management college at Brunel …
Reputation, responsibility, and stakeholder support in Scandinavian firms: A comparative analysis
D Vidaver-Cohen, PS Brønn - Journal of Business Ethics, 2015 - Springer
This paper describes an exploratory study of corporate responsibility, corporate reputation,
and stakeholder support in Norway, Sweden and Denmark—countries recognized worldwide …
and stakeholder support in Norway, Sweden and Denmark—countries recognized worldwide …
Relationship outcomes as determinants of reputation
P Simcic Brønn - Corporate Communications: An International …, 2007 - emerald.com
Purpose – The purpose of this paper is to investigate the basis of reputation building
through a relationship approach in order to demonstrate that quality of relationships is a …
through a relationship approach in order to demonstrate that quality of relationships is a …
Sustainability: A wicked problem needing new perspectives
C Brønn, PS Brønn - Business strategies for sustainability, 2018 - taylorfrancis.com
Calls for ‘sustainability’ represents the most challenging ongoing issue that organizations
face. Managers now have to interact with conditions that are considerably more complex and ill…
face. Managers now have to interact with conditions that are considerably more complex and ill…