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Donald S. Siegel
Researcher at Arizona State University
Publications - 237
Citations - 40796
Donald S. Siegel is an academic researcher from Arizona State University. The author has contributed to research in topics: Entrepreneurship & Corporate social responsibility. The author has an hindex of 72, co-authored 230 publications receiving 36549 citations. Previous affiliations of Donald S. Siegel include Rensselaer Polytechnic Institute & University of California, Riverside.
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Corporate Social Responsibility: a Theory of the Firm Perspective
TL;DR: In this article, the authors outline a supply and demand model of corporate social responsibility (CSR) and conclude that there is an "ideal" level of CSR, which managers can determine via cost-benefit analysis.
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Corporate social responsibility and financial performance: correlation or misspecification?
TL;DR: In this paper, the authors demonstrate a particular flaw in existing econometric studies of the relationship between social and financial performance, and find that CSR has a neutral impact on financial performance.
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Corporate Social Responsibility: Strategic Implications*
TL;DR: In this paper, a variety of perspectives on corporate social responsibility (CSR) are described, which are used to develop a framework for consideration of the strategic implications of CSR. Based on this framework, an agenda for additional theoretical and empirical research on CSR is proposed.
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Event Studies In Management Research: Theoretical And Empirical Issues
TL;DR: This article examined the use of event studies in management research and found that there was inadequate attention paid to theoretical and research design issues, which may lead to false conclusions about event studies' performance.
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Assessing the impact of organizational practices on the relative productivity of university technology transfer offices: an exploratory study
TL;DR: In this article, the authors present quantitative and qualitative evidence on the relative productivity of university technology transfer offices (TTOs) and conclude that the most critical organizational factors are faculty reward systems, TTO staffing/compensation practices, and cultural barriers between universities and firms.