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Explores the adoption of strategic planning techniques by agribusiness, specifically agricultural co‐operatives. Offers implications for policy. A survey was sent to 345 co‐operatives listed in the US Department of Agriculture’s Agricultural Cooperative Service’s Directory of Farmer Cooperatives. Co‐operatives have widely adopted many of the sophisticated strategic planning techniques such as environmental analysis, core competences and SWOT analysis.

To provide a comprehensive managerial framework to understand and provide a well balanced and integrated stakeholder orientation for implementing corporate social responsibility in marketing.

Many published articles provide significant findings related to narrow dimensions of stakeholder orientation in marketing. This article utilizes existing knowledge on this topic to support a methodology to implement a well‐integrated corporate social responsibility program that encompasses marketing.

The findings provide a grounded framework based on previous research that provides a step‐by‐step approach for implementing corporate social responsibility from a marketing perspective.

The framework developed in this paper provides an opportunity to examine to what extent the step‐by‐step methodology has been implemented in organizations as well as alternative approaches for implementation.

This is a managerial guide for using a stakeholder model for implementing social responsibility in marketing.

This paper fulfils a need for advancing knowledge on implementing social responsibility in marketing and provides a practical framework for managers who desire to implement social responsibility.

The purpose of this paper is to consider the implications of the 2013 Association to Advance Collegiate Schools of Business (AACSB) Accreditation Standards for both business faculty and their deans who are responsible for implementing these changes.

This paper is a speculative viewpoint on the implications of the 2013 AACSB standards by a set of a co-authors that include AACSB deans who are active in accreditation reviews and serve as mentors to schools in the accreditation process and senior faculty who have written self-studies for AACSB and served as consultants for schools seeking AACSB accreditation internationally.

The implications of the 2013 AACSB business accreditation standards are arguably positive for active scholars holding a relevant doctoral degree. For example, active and engaged scholarly faculty should appreciate the ability to use additional indicators of the impact of their career’s intellectual contributions (IC) including, but not limited to, citations, editor ships, professional leadership positions and other measures of professional esteem.

The implications of the 2013 AACSB accreditation standards for deans are potentially less positive. The new standards codify one of the deans’ major duties – that of ensuring that the faculty have resources adequate to support the school’s mission.

This paper represents a starting point for understanding the implications of the 2013 AACSB accreditation standards, and that as the standards are operationalized over the subsequent years that these standards, like the previous changes in AACSB standards, will stimulate additional research on business school accreditation. The implications for both faculty and deans are speculative, but are grounded both by the literature and experience of the authors. The paper uses a set of tables to illustrate the impact of the new AACSB standards with examples for each guiding principle and standard.