KEY WORDS: actual behavioural control, consumer ethics, ethical consumerism, implementation intentions, intention-behaviour gap, perceived behavioural control, situational context, theory of planned behaviour, worddeed gap

corporate social responsibility (CSR), institutional theory, convergence, divergence, multinational corporations (MNCs), small and medium enterprises (SMEs), developing countries,

Ethical consumerism is a burgeoning movement, yet ethically-minded consumers rarely purchase ethically. Understanding obstacles to ethical consumption is limited. This study explores the underlying mechanics of the ethical purchase intention-behavior gap in the context of consumers' daily lives. The study employs multiple qualitative methods across multiple sites, explores the intention-behavior gap in observed modes of shopping behavior, and uses an interpretive approach. The analysis reveals four interrelated factors affecting the ethical intention-behavior gap: (1) prioritization of ethical concerns; (2) formation of plans/habits; (3) willingness to commit and sacrifice; and (4) modes of shopping behavior. Awareness of these four factors provides both strategic and tactical implications for marketing managers seeking to reach the elusive ethical consumer. Understanding and enhancing ethical consumptionclosing the gaphas positive outcomes for the future sustainability of economies, societies and environments.

legitimacy, stakeholder identification, stakeholder salience, power, urgency,

While stakeholder theory has traditionally considered organization’s interactions with stakeholders in terms of independent, dyadic relationships, recent scholarship has pointed to the fact that organizations exist within a complex network of intertwining relationships [e.g., Rowley, T. J.: 1997, The Academy of Management Review 22(4), 887–910]. However, further theoretical and empirical development of the interactions between stakeholders has been lacking. In this paper, we develop a framework for understanding and measuring the effects upon the organization of competing, complementary and cooperative stakeholder interactions, which we refer to as stakeholder multiplicity. We draw upon three forms of fit (i.e. fit as matching, fit as moderation, and fit as gestalts; Venkatraman, N.: 1989) to develop a framework for understanding stakeholder multiplicity based upon the direction, strength, and synergies of the interacting claims. Additionally, we draw upon the theory of stakeholder identification and salience of Mitchell et al. (1997), which we argue provides a more relevant and significantly more illustrative explanation of the nature and effects of stakeholder interactions upon the organization than the network approach of Rowley (1997). Furthermore, we ground our framework through reference to three stakeholder groups (i.e. governments, customers, and employees) and the stakeholder issue of concern for the natural environment. We propose a hierarchy of the multiplicity strength of influence of these three stakeholder groups. Potential measurement and implications are discussed. Copyright Springer 2006corporate social responsibility, stakeholder networks, stakeholder multiplicity, stakeholder salience, stakeholder theory, strategic fit,