Abstract: This paper introduces a collective action view to explain how firms are entering the sphere of new global sustainability commons multi-level co-governance. Based on Ostrom’s theory of collective action and the complexity theory, I explain how advanced corporate sustainability strategies imply co-managing new commons, generating new company-promoted institutions for collective action. These institutions are self-managed along with local users and global stakeholders in a multi-level governance approach. This paper describes the three main elements of the corporate sustainability collective action view model: companies co-managing new global sustainability commons; the establishment of new institutional arrangements for collective actions; and the definition of a trust-based polycentric and adaptive governance framework. The results of the empirical analysis demonstrate how companies work in collaboration with local and global stakeholders.

Abstract: In this study, we broaden the concept of managerial entrenchment by considering the network of firms in which CEOs serve as board members. Unlike the traditional agency theory’s assumption that entrenchment occurs within the firm, we move the focus from the firm to the network of firms with board ties to the focal firm and suggest that CEOs may create a network in order to entrench themselves at a network level. This will happen when firms’ internal governance structures are strong and their performance prospects are relatively poor. In creating this network, ideal targets are companies with weak governance and located in distant sectors from focal firms. When bad performance is realized CEOs will make use of these ties to move to connected firms.

Abstract: Extant research on the effect of gender diversity on firm performance has been equivocal, likely due to its focus on the highest organizational level. We assert that women bring distinctive values and skills that can affect firm performance throughout the organizational hierarchy. Furthermore, due to the concept of distributive justice, equal distribution of gender diversity among the various hierarchical levels could positively affect firm performance, and gender diversity could affect different types of firm performance, such as CSR. We examine these effects in a sample drawn from the 200 largest law firms in the USA. Our results show that the initial investment in gender diversity at the lowest levels, and throughout the organization, can lead to greater firm financial performance, and greater CSR.

Abstract: We use an institutional understanding of networks and suggest that firms are embedded in multiple networks of shared values and norms. Stakeholder groups such competitors, customers or regulatory agencies exert institutional pressures on business firms to conform to their norms, values and demands. Traditionally, the institutional literature has argued that organizations should accept and adjust to the demands of their institutional environments. In contrast, nonconforming behavior has been viewed as threatening legitimacy, and received little attention. In this study, we explore how firms can establish strategic advantage and leadership through nonconforming behavior, i.e., by breaking institutionalized rules. We ground our categories in four concrete empirical contexts representing the international clothing retail industry.