A model to explain social responsibility in the oil and gas companies using interpretive structural modeling (ISM)

1. Mandal, A. & Deshmukh, S.G. (1994). Vendor selection using interpretive structural modelling (ISM). International Journal of Operations & Production Management, 14(6): 52-59.
2. Carroll, A. B. (2004). The four faces of corporate citizenship. Business and Society Review, 100(1): 1- 7.
3. Carroll, A. B. (2009). A three-dimensional conceptual model of corporate social performance. Academy of Management Review, 4: 497- 505.
4. Carroll, A. B. (2011). The pyramid of corporate social responsibility: toward the moral management of organizational stakeholders. Business Horizons Jul- Aug: 34(4): 39-48.
5. Charan, P., Shanka, R. & Baisya, R. (2008). Analysis of interactions among the variables of supply chain performance measurement system implementation. Business Process Management, 14(4): 512-529.
6. Cherry, A. A. (2000). Testing the effects of social accounting information on desision making and attitudes: A laboratory experiment, University of California-Los Angeles.
7. Cochius, T. (2006). Corporate social responsibility in dutch smes- motivations and CSR stakeholders. Department of Organization and Strategy. Maastricht, Maastricht.
8. Harrison, J. S. & R. E. Freeman (2010). Stakeholders, social responsibility and performance: empirical evidence and theoretical perspectives. Academy of Management Journal, 42(5): 479- 485.
9. Hay, R. & E. Gray (2009). Social responsibilities of business managers. Academy of Management Journal, 17(1): 135- 143.

10. Hess, D. (2006). Reguulation corporate social performance- a new look at social accounting, auditing and reporting. Business Ethics Quarterly, 11(2): 307-330.

11. Hopkins W. E., (2001). Diversity and organizational applreformance, Routledge, Ny.

12. Mandal, A. & Deshmukh, S. (1994). Vendor selection using interpretive structural modeling (ISM). International Journal of Operations & Production Management, 14(6):52-59.

13. Norman, W. & MacDonald, C. (2009). Getting to the bottom of triple bottom- line. Business Ethics Quarterly March, 1(1): 1-19.

14. O’Dwyer, B. (2009). Stakeholder democracy- challenges and contributions from social accounting. Business Ethics: A European Review, 14(1): 28-41.

15. Poesche (2002). Agile Manufacturing Straegy & Business Ethics. Journal of Business Ethics, 38(4): 307- 326.

16. Richmond, B. J., et al. (2008). Social Accounting for Nonprofits-Two Models. Nonprofit Management & Leadership, 13(4): 308-324.

17. Wood, D. J. (2009). Corporate Social Performance Revisited. Academy of Management Review, 16(4):691- 718.

18. Rus, C. L. & Chiric, S. (2014),RusLearning organization and social responsibility in Romanian higher education institutions, Procedia - Social and Behavioral Sciences 142 (2014) 146 – 153

19. Silva. P. & Yarlagadda, P.K.D.V. (2014) Complete and competent engineers: A coaching model to developing holistic graduates, Proceedings of 5th World Congress on Educational Sciences, Feb 5th-8th 2013, Rome, Italy.

20. Jenkins, H. (2014). A ‘business opportunity’model of corporate social responsibility for small and medium sized enterprises. Business Ethics: A European Review, 18(1): 21-36.