Daniel G. Greening
Associate Professor
Management
College of Business
Office:
416 Cornell Hall
University of Missouri
Columbia, MO 65211
Office Hours:
By Appointment Only
Phone: (573) 882-1932
E-Mail: greeningd@missouri.edu
Associate Professor. B.S. Juniata College, 1972; M.Ed. The Pennsylvania State University, 1974; M.B.A.,The Pennsylvania State University, 1985; and Ph.D. The Pennsylvania State University, 1991. Professor Greening is a member of the Academy of Management, The International Association of Business and Society, Southern Management Association, and the Strategic Management Society. He received the College of Business Distinguished Research Fellowship Award for 1999-2000. His research interests include issues and crisis management, corporate governance, corporate social and stakeholder performance, financial performance, organizational attractiveness to prospective employees, and entrepreneurship. His research has appeared in the Academy of Management Journal, Journal of Management Studies, Journal of Business Venturing, Business and Society, Research in Corporate Social Performance and Policy, Advances in Applied Business Strategy and several Proceedings of the Academy of Management and Frontiers of Entrepreneurship Research.
Publications
Greening, D.W. & Turban, D.B., 2000. Corporate social performance as a competitive advantage in attracting a quality workforce. Business and Society, 39: 254-280.
Mattingly, J.E. & Greening, D.W., 2002. Public-interest groups as stakeholders: A 'stakeholder salience' explanation of activism. In Andriof, J., Waddock, S., Husted, B., & Ruhman, S.S. Unfolding Stakeholder Thinking. Sheffield, UK. Greenleaf Publishing Ltd.
Johnson, R.A., & Greening, D.W. 1999. The effects of corporate governance and institutional ownership types on corporate social performance. Academy of Management Journal, 5: 564-580.
Greening, D. & Johnson, R. 1998. An examination of the impact of institutional investors and corporate governance on firm performance. The Investment Research Guide to Socially Responsible Investing. Plano, TX. Center for Investment Research.
Greening, D. (1998). Breaking up is so very hard to do: Corporate diversification, restructuring, and stakeholder performance. In Ketchen, Jr., David, J. (ed.) Advances in Applied Business Strategy: Turnaround Research: Past Accomplishments and Future Challenges. Greenwich, CT: JAI Press 177-204.
Barringer, B., & Greening, D. (1998). Small business growth through geographic expansion: A comparative case study. Journal of Business Venturing, 13(6): 467-492.
Greening, D. & Johnson, R. (1997). Managing industrial and environmental crises: The role of hetergenious top management teams. Business and Society Journal, 36(4): 334-361.
Turban, D. & Greening, D. (1997). Corporate social performance and organizational attractiveness to prospective employees. Academy of Management Journal, 3: 658-672.
Barringer, B. & Greening, D. (1996). Geographic expansion: A common but managerially challenging path to small firm growth. Frontiers of Entrepreneurship Research. Wellsley, MA: Babson College Press, 226-237.
Greening, D., Barringer, B., & Macy, G., 1996. A qualitative study of managerial challenges facing small business geographic expansion. Journal of Business Venturing, 11: 233-256.
Greening, D.W. & R.A. Johnson (1996). Do Managers and Strategies Matter? A Study in Crisis, Journal of Management Studies, 36, 25-51.
Greening, D.W. (1995). Conservation Strategies, Firm Performance, and Corporate Reputations in the Electric Utility Industry, Research in Corporate Social Performance and Policy, JAI Press Inc., 16, 345-368.
Greening, D.W. and B. Gray (1994). Testing a Model of Organizational Response to Social and Political Issues, Academy of Management Journal, 37, 467-498.
Greening, D. 1992. Organizing for public issues: Environmental and organizational predictors of structure and process. In Post, J.E., Research in Corporate Social Performance and Policy. JAI Press, Greenwich: Conn, Vol. 13.
Greening, D. 1992. Integrating issues management into strategic planning: An empirical investigation. The Issue Exchange. Monograph #3.