Session 215

Yikes: What Now (Reloaded)?: Firm Responses to Stakeholder Activism

Track M

Date: Sunday, September 21, 2014

Track X

Time: 15:45 – 17:00

Paper

Room: Paris


Session Chair:

  • Doug Bosse, University of Richmond

Title: Corporate Social Irresponsibility and Legitimacy Maintenance: Lessons from the Parmalat Scandal

Authors

  • Arabella Mocciaro, University of Palermo
  • Anna Minà, University of Rome
  • Pasquale Massimo Picone, University of Catania

Abstract: Audience decisions regarding whether to continue to support a corporation after it has been perceived as culpable for socially irresponsible behaviour is “coin of the realm” in selecting which firms (or which parts of a firm) will be able to survive a CSI-scandal. Our empirical setting is an embedded polar case of audience support, the Parmalat case, following a severe CSI scandal. Whilst the adaptive strategies taken to maintain the harmed moral legitimacy were a necessary procedural phase to consent the firms’ survival, they could not be considered sufficient to reintegrate the firm with its main constituent audiences. Essential to the maintaining process was the presence of rational effectiveness preserved from CSI event.

Title: Dependence Threat Activation and Corporate Political Activity

Authors

  • Trey Sutton, University of Richmond
  • Bruce Lamont, Florida State University

Abstract: We integrate resource dependence theory with institutional theory in a multilevel model to explain the source of firm dependence on government and its relationship with corporate political activity across states. In doing so, we recast the theoretical roles of constructs such as regulatory intensity, which had been invoked as a main effect in prior work. Further, though the original work on resource dependence recognized that dependence per se was not a cause of concern for managers, research has not yet explained what factors transform a dependency from a dormant threat to an active threat that managers attempt to control or eliminate. We extend resource dependence theory by providing a theoretical explanation of dependence threat activation.

Title: How Are Sustainability Reports Produced? A Process Model of Strategic Stakeholder Communications

Authors

  • Shipeng Yan, Tilburg University

Abstract: Sustainability reporting is a strategic tool with which firms communicate to stakeholders embedded in alternative institutional logics. However, we have little understanding of how sustainability reports are produced to achieve this goal. Through an inductive case study of a Hong Kong-based real estate developer, I examine the process of sustainability reporting and explore the structuring of reporting content as coping strategies to multiple institutional logics. The findings reveal that apart from a political and rational approach to sustainability reporting, organizational capacities in terms of cognition and control importantly condition the strategic response to stakeholders. The study is expected to contribute to both literatures in stakeholder management and institutional logics.

Title: Theorizing Grassroots Organizations' Network Strategies Across an Issue LIfe-Cycle

Authors

  • Rashedur Chowdhury, University College Dublin
  • Arno Kourula, University of Amsterdam
  • Marjo Siltaoja, JSBE

Abstract: In corporate social responsibility (CSR) literature, grassroots organizations (GROs) are often perceived as non-strategic actors who in the case of a conflict are dependent upon corporations, governments and mainstream nongovernmental organizations (NGOs) to gain salience for their issue. Political CSR theorists aim to resolve this power imbalance through the promotion of deliberative processes that include all participants whom affected by the issue. By examining political CSR from GROs’ perspective and conceptualizing the network strategies available to GROs during each stage of an issue life-cycle, we, however, argue that the deliberative processes are much more fragmented, context-dependent, and time-sensitive than has been previously recognized. Thus, we aim to understand the underlying ambiguities, complexities, and uncertainties that demonstrate issues and interactions between firms and GROs in the political CSR context. Our analysis indicates that a general model of deliberative approach towards multi-stakeholders is difficult to establish.

All Sessions in Track M...

Sun: 08:00 – 09:15
Session 220: Applying Stakeholder Analysis in the Classroom
Sun: 09:30 – 10:45
Session 221: Global Stakeholder Networks
Sun: 11:15 – 12:30
Session 222: The Questions Stakeholder Theory Does or Could Answer Best
Sun: 15:45 – 17:00
Session 215: Yikes: What Now (Reloaded)?: Firm Responses to Stakeholder Activism
Sun: 17:15 – 18:30
Session 609: Stakeholder Strategy IG Business Meeting
Mon: 11:00 – 12:15
Session 213: What is In It For Us? How Sustainability Matters for Firm Strategy
Mon: 16:30 – 17:45
Session 216: What should we say? The benefits and risks of communication with stakeholders.
Tue: 08:00 – 09:15
Session 218: Willing and able to engage? Firm interactions with their stakeholders.
Tue: 11:00 – 12:15
Session 217: Value creation for whom? Stakeholder management and shareholder interests.
Tue: 15:30 – 16:45
Session 219: Managing or resolving stakeholder issues? Of governments, politics and scandals.
Tue: 17:15 – 18:30
Session 214: Can-do stakeholders? How stakeholders impact CSR and sustainability management.

All Sessions in Track X...

Sun: 13:45 – 14:30
Session 295: Keynote: Lifetime Achievement Award
Sun: 14:30 – 15:15
Session 471: Keynote: CK Prahalad Award
Sun: 15:45 – 17:00
Session 203: Acquisition Implementation
Session 215: Yikes: What Now (Reloaded)?: Firm Responses to Stakeholder Activism
Session 398: Corporate Strategy and Corporate Finance: Continuing the Research Conversation
Mon: 08:00 – 09:15
Session 260: IPRs, Appropriability and Innovation
Session 338: Making Strategy, Strategic Change and the Role of Sensemaking and Sensegiving
Mon: 09:30 – 10:30
Session 296: How Social Networks Create Competitive Advantage: The Microfoundations Reputation
Mon: 11:00 – 12:15
Session 213: What is In It For Us? How Sustainability Matters for Firm Strategy
Session 352: CEO Decision Making
Session 405: Multi-Sided Platform Strategies
Mon: 13:30 – 14:30
Session 4: Business Models in their Competitive Context
Session 5: Building Strategic States
Session 298: Using Networks to Shape Strategy
Session 299: Dealing with the Euro Area Economic Crisis: Strategic Adjustment in the Period of Turmoil
Session 300: Methodological and Conceptual Frontiers in the New World of Networks
Mon: 14:45 – 16:00
Session 368: Firm Scope and Industry Competition
Session 375: Changing External Environments: How do Multinationals Respond?
Mon: 16:30 – 17:45
Session 245: Human Capital Complementarities
Session 344: Paradoxical Tensions and Innovative Strategies
Tue: 08:00 – 09:15
Session 409: Increasing the Relevance of Strategy Research
Session 446: Empirical Studies and Case Studies of Business Models
Tue: 09:30 – 10:30
Session 297: Granularity of Profit
Tue: 11:00 – 12:15
Session 469: M&As and Innovation
Tue: 14:15 – 15:15
Session 301: Strategy Frameworks: In Quest of Relevance in a Turbulent World
Session 302: Directing Strategy: The Process Challenges of Formulating and Implementing Strategy in a World of Networks
Session 470: Governance Challenges in Globalized Networks
Session 473: Rethinking the Architecture of Global Corporations
Tue: 15:30 – 16:45
Session 208: Interactions, Recombination and Adaptation Processes
Session 346: Management and Strategy Practices Reconsidered
Tue: 17:15 – 18:30
Session 441: Funding Entrepreneurial Ventures: Sources and Successes


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