Pub Date : 2023-07-27DOI: 10.1177/00076503231183681
Simone de Colle, R. Freeman, A. Wicks
We theorize that, in the current development of business ethics, there is a fruitful evolution that dissolves the dichotomy between the normative and behavioral research approaches developed, respectively, by philosophers and social scientists; this approach avoids many of the limitations originated by such distinction by reconnecting their two separate narratives. We call this emerging research model Humanistic Business Ethics (HBE) as it emphasizes the centrality of the human dimension of business and the importance of adopting a richer concept of humanity in business ethics research. We argue that this specific research model in business ethics emerges when scholars combine a pragmatist philosophical approach with some key ideas coming from stakeholder theory, which we summarize and connect. By leveraging collaboration across ethics, economics, psychology, and entrepreneurship, HBE can help business and society scholars undertake fruitful inquiries into the way business works (and should work) at its best.
{"title":"Toward Humanistic Business Ethics","authors":"Simone de Colle, R. Freeman, A. Wicks","doi":"10.1177/00076503231183681","DOIUrl":"https://doi.org/10.1177/00076503231183681","url":null,"abstract":"We theorize that, in the current development of business ethics, there is a fruitful evolution that dissolves the dichotomy between the normative and behavioral research approaches developed, respectively, by philosophers and social scientists; this approach avoids many of the limitations originated by such distinction by reconnecting their two separate narratives. We call this emerging research model Humanistic Business Ethics (HBE) as it emphasizes the centrality of the human dimension of business and the importance of adopting a richer concept of humanity in business ethics research. We argue that this specific research model in business ethics emerges when scholars combine a pragmatist philosophical approach with some key ideas coming from stakeholder theory, which we summarize and connect. By leveraging collaboration across ethics, economics, psychology, and entrepreneurship, HBE can help business and society scholars undertake fruitful inquiries into the way business works (and should work) at its best.","PeriodicalId":409752,"journal":{"name":"Business & Society","volume":"23 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-07-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"128226356","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-07-21DOI: 10.1177/00076503231183690
Hao Lu, M. Boyer, Anne Kleffner
Theoretical arguments regarding the effect of corporate social responsibility (CSR) on firm liability risk are abundant; however, empirical evidence about this relationship is scarce. We investigate the relationship between CSR and the personal liability risk of a firm’s directors and officers. We argue that companies with better CSR performance represent a better underwriting risk for directors’ and officers’ (D&O) insurance providers and, therefore, have a lower cost of insurance. Our results show that firms with better CSR performance are more likely to purchase D&O insurance and have a lower premium-to-coverage ratio, known as the insurance rate-on-line. We also show that this risk-reduction effect is stronger for firms that operate in a high-risk environment and have higher sales growth. These results provide evidence that CSR can be used as a risk management tool to mitigate liability risk and suggest which firms benefit most from this effect.
{"title":"Corporate Social Responsibility and Directors’ and Officers’ Liability Risk: The Moderating Effect of Risk Environment and Growth Potential","authors":"Hao Lu, M. Boyer, Anne Kleffner","doi":"10.1177/00076503231183690","DOIUrl":"https://doi.org/10.1177/00076503231183690","url":null,"abstract":"Theoretical arguments regarding the effect of corporate social responsibility (CSR) on firm liability risk are abundant; however, empirical evidence about this relationship is scarce. We investigate the relationship between CSR and the personal liability risk of a firm’s directors and officers. We argue that companies with better CSR performance represent a better underwriting risk for directors’ and officers’ (D&O) insurance providers and, therefore, have a lower cost of insurance. Our results show that firms with better CSR performance are more likely to purchase D&O insurance and have a lower premium-to-coverage ratio, known as the insurance rate-on-line. We also show that this risk-reduction effect is stronger for firms that operate in a high-risk environment and have higher sales growth. These results provide evidence that CSR can be used as a risk management tool to mitigate liability risk and suggest which firms benefit most from this effect.","PeriodicalId":409752,"journal":{"name":"Business & Society","volume":"3 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-07-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"133290333","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-07-14DOI: 10.1177/00076503231182665
A. Glavas, Tobias Hahn, David A Jones, C. Willness
Researchers have explored important questions about employees’ prosocial motivation to impact others through their work and about employees’ engagement in corporate social responsibility (CSR) initiatives. Studies show that job seekers are attracted to CSR-engaged employers, but little is known about whether and why prospective employees are attracted by job roles that allow them to have positive social impact. We used prosocial motivation theory to develop hypotheses about processes through which a greater desire for social impact in work is associated with being predisposed to it (due to trait-like prosocial motivation), being exposed to the possibility of it (through CSR-related educational choices), and both in partially mediated sequence. Analyses of data from 187 prospective employees provided support for most hypotheses. Our findings inform new directions for research on CSR and recruitment, the CSR education literature, and recruitment practices that leverage prospective employees’ desire for social impact through performing their regular work.
{"title":"Predisposed, Exposed, or Both? How Prosocial Motivation and CSR Education Are Related to Prospective Employees’ Desire for Social Impact in Work","authors":"A. Glavas, Tobias Hahn, David A Jones, C. Willness","doi":"10.1177/00076503231182665","DOIUrl":"https://doi.org/10.1177/00076503231182665","url":null,"abstract":"Researchers have explored important questions about employees’ prosocial motivation to impact others through their work and about employees’ engagement in corporate social responsibility (CSR) initiatives. Studies show that job seekers are attracted to CSR-engaged employers, but little is known about whether and why prospective employees are attracted by job roles that allow them to have positive social impact. We used prosocial motivation theory to develop hypotheses about processes through which a greater desire for social impact in work is associated with being predisposed to it (due to trait-like prosocial motivation), being exposed to the possibility of it (through CSR-related educational choices), and both in partially mediated sequence. Analyses of data from 187 prospective employees provided support for most hypotheses. Our findings inform new directions for research on CSR and recruitment, the CSR education literature, and recruitment practices that leverage prospective employees’ desire for social impact through performing their regular work.","PeriodicalId":409752,"journal":{"name":"Business & Society","volume":"78 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-07-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"130955906","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-07-06DOI: 10.1177/00076503231182627
Annamaria Tuan, Matteo Corciolani, E. Giuliani
How is time framed in corporate social responsibility (CSR) talk? The literature mostly fails to analyze how multiple CSR activities are framed from a temporal perspective. Moreover, those researchers who undertake temporal framing tend to overlook the role of home-country cultural characteristics. Using a mixed-method analysis of 2,720 CSR reports from developing country companies, we show that CSR talk is mostly framed in the future tense when firms communicate complex human rights issues such as slavery or child labor, while the past and present tenses are more frequent when they report on philanthropy and other cause-related activities. We find that these effects are stronger when firms are from countries characterized by greater uncertainty avoidance. We contribute to the CSR communication literature by showing that temporal references in CSR talk tend to differ, depending on the company-level control of CSR activities, and by highlighting uncertainty avoidance’s role as a boundary condition for aspirational talk’s performativity.
{"title":"Being Reassuring About the Past While Promising a Better Future: How Companies Frame Temporal Focus in Social Responsibility Reporting","authors":"Annamaria Tuan, Matteo Corciolani, E. Giuliani","doi":"10.1177/00076503231182627","DOIUrl":"https://doi.org/10.1177/00076503231182627","url":null,"abstract":"How is time framed in corporate social responsibility (CSR) talk? The literature mostly fails to analyze how multiple CSR activities are framed from a temporal perspective. Moreover, those researchers who undertake temporal framing tend to overlook the role of home-country cultural characteristics. Using a mixed-method analysis of 2,720 CSR reports from developing country companies, we show that CSR talk is mostly framed in the future tense when firms communicate complex human rights issues such as slavery or child labor, while the past and present tenses are more frequent when they report on philanthropy and other cause-related activities. We find that these effects are stronger when firms are from countries characterized by greater uncertainty avoidance. We contribute to the CSR communication literature by showing that temporal references in CSR talk tend to differ, depending on the company-level control of CSR activities, and by highlighting uncertainty avoidance’s role as a boundary condition for aspirational talk’s performativity.","PeriodicalId":409752,"journal":{"name":"Business & Society","volume":"51 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-07-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"127275375","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-07-06DOI: 10.1177/00076503231182688
Krista B. Lewellyn, Maureen I. Muller-Kahle
We draw from resource dependence and institutional theories to explore how board characteristics associated with directors’ capacities to provide resources and legitimacy (i.e., board size, the number of non-executive, interlocking, and female directors) along with regulative, normative, and cultural-cognitive institutional conditions combine to shape firm environmental, social, and governance (ESG) performance. Using a process of configurational theorizing with fuzzy set qualitative comparative analysis and data from firms in 32 countries, we identify multiple equifinal configurations that are associated with high and low ESG performance. We find that high and low ESG performance have different drivers due to complementarities among the presence and absence of board characteristics. Our results also show that the effectiveness (or not) of the bundles of boards’ characteristics for ESG performance varies across institutional contexts. By leveraging these findings to construct a typology of board archetypes that lead to high and low ESG performance, we offer novel theoretical and empirical insights to scholars as well as implications for practice.
{"title":"ESG Leaders or Laggards? A Configurational Analysis of ESG Performance","authors":"Krista B. Lewellyn, Maureen I. Muller-Kahle","doi":"10.1177/00076503231182688","DOIUrl":"https://doi.org/10.1177/00076503231182688","url":null,"abstract":"We draw from resource dependence and institutional theories to explore how board characteristics associated with directors’ capacities to provide resources and legitimacy (i.e., board size, the number of non-executive, interlocking, and female directors) along with regulative, normative, and cultural-cognitive institutional conditions combine to shape firm environmental, social, and governance (ESG) performance. Using a process of configurational theorizing with fuzzy set qualitative comparative analysis and data from firms in 32 countries, we identify multiple equifinal configurations that are associated with high and low ESG performance. We find that high and low ESG performance have different drivers due to complementarities among the presence and absence of board characteristics. Our results also show that the effectiveness (or not) of the bundles of boards’ characteristics for ESG performance varies across institutional contexts. By leveraging these findings to construct a typology of board archetypes that lead to high and low ESG performance, we offer novel theoretical and empirical insights to scholars as well as implications for practice.","PeriodicalId":409752,"journal":{"name":"Business & Society","volume":"109 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-07-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"130084283","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-07-05DOI: 10.1177/00076503231183692
Sung-Chul Noh, Kyoung-Hee Yu
Organizational members are likely to harbor different allegiances, values, and identifications that can affect how they respond to their organization’s stigmatization. Drawing on the empirical case of a public broadcaster in South Korea initially stigmatized for its association with an authoritarian government, we focus on the responses of different intra-organizational groups to stigma and their interactions with each other and with external audiences. We find that faced with stigma, groups in the organization were divided about how to respond, with those defying the stigma and advocating a close relationship with the government competing with those who shared the values of stigmatizing audiences. Both groups sought control over journalism work, the organizational attribute for which the broadcaster was stigmatized, allying with external audiences that shared their respective visions. The dominance of the group that defied the stigma led to increased stigmatization of the organization by existing audiences and additionally prompted the participation of initially passive audiences in its denigration, eventually leading to organizational decline. We contribute to the literature on stigma by promoting an understanding of heterogeneity among members in stigmatized organizations and its implications for the consequences of stigma. We also contribute to theorizing stigmatization as a relational process by demonstrating how the heterogeneity of organizational members’ experience of stigma interacted with audience heterogeneity and highlighting the relative roles played by active and passive audiences in bringing about the decline of a stigmatized organization.
{"title":"Defiance and Sympathy: Heterogeneity of Experiences Among Members of a Stigmatized Organization","authors":"Sung-Chul Noh, Kyoung-Hee Yu","doi":"10.1177/00076503231183692","DOIUrl":"https://doi.org/10.1177/00076503231183692","url":null,"abstract":"Organizational members are likely to harbor different allegiances, values, and identifications that can affect how they respond to their organization’s stigmatization. Drawing on the empirical case of a public broadcaster in South Korea initially stigmatized for its association with an authoritarian government, we focus on the responses of different intra-organizational groups to stigma and their interactions with each other and with external audiences. We find that faced with stigma, groups in the organization were divided about how to respond, with those defying the stigma and advocating a close relationship with the government competing with those who shared the values of stigmatizing audiences. Both groups sought control over journalism work, the organizational attribute for which the broadcaster was stigmatized, allying with external audiences that shared their respective visions. The dominance of the group that defied the stigma led to increased stigmatization of the organization by existing audiences and additionally prompted the participation of initially passive audiences in its denigration, eventually leading to organizational decline. We contribute to the literature on stigma by promoting an understanding of heterogeneity among members in stigmatized organizations and its implications for the consequences of stigma. We also contribute to theorizing stigmatization as a relational process by demonstrating how the heterogeneity of organizational members’ experience of stigma interacted with audience heterogeneity and highlighting the relative roles played by active and passive audiences in bringing about the decline of a stigmatized organization.","PeriodicalId":409752,"journal":{"name":"Business & Society","volume":"18 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-07-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"115908504","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-07-05DOI: 10.1177/00076503231182625
B. Parmar, A. Wicks, Karim Ginena
Scant research has examined the effects of an organization’s stakeholder orientation on the cognition and attitudes of employees. Our study focuses on how one aspect of an organization’s objective, its stakeholder orientation, affects employee job satisfaction. Through seven studies utilizing different samples and measures, we theorize and demonstrate that employees with a higher perceived stakeholder orientation experience enhanced job satisfaction. We provide correlational field data and causal experimental evidence to show that increased employee perspective-taking is one potential mediator of this effect. These results contribute to our understanding of job satisfaction and perspective-taking by showing how employee orientation toward other stakeholders affects their attitude toward their job and social cognition. We also expand the focus of stakeholder orientation beyond normative philosophy and toward understanding its effects on the cognitions and attitudes of organizational members to provide a basis for examining the behavioral implications of different stakeholder orientations.
{"title":"The Impact of Employee Stakeholder Orientation on Job Satisfaction and Perspective-Taking","authors":"B. Parmar, A. Wicks, Karim Ginena","doi":"10.1177/00076503231182625","DOIUrl":"https://doi.org/10.1177/00076503231182625","url":null,"abstract":"Scant research has examined the effects of an organization’s stakeholder orientation on the cognition and attitudes of employees. Our study focuses on how one aspect of an organization’s objective, its stakeholder orientation, affects employee job satisfaction. Through seven studies utilizing different samples and measures, we theorize and demonstrate that employees with a higher perceived stakeholder orientation experience enhanced job satisfaction. We provide correlational field data and causal experimental evidence to show that increased employee perspective-taking is one potential mediator of this effect. These results contribute to our understanding of job satisfaction and perspective-taking by showing how employee orientation toward other stakeholders affects their attitude toward their job and social cognition. We also expand the focus of stakeholder orientation beyond normative philosophy and toward understanding its effects on the cognitions and attitudes of organizational members to provide a basis for examining the behavioral implications of different stakeholder orientations.","PeriodicalId":409752,"journal":{"name":"Business & Society","volume":"57 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-07-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"129121316","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-07-05DOI: 10.1177/00076503231182612
A. Billiet, Johan Bruneel, Frédéric Dufays
To shield stakeholders from exploitation, society increasingly expects organizations to engage with stakeholders. While exploitation of stakeholders is of great concern, economic literature points to the costly nature of stakeholder engagement vis-à-vis alternative mechanisms that protect stakeholders, such as competitive markets. When the costs of stakeholder engagement outweigh the benefits, why would organizations engage with stakeholders? Through an analysis of the cooperative enterprise and a comparison with its capitalist counterpart, we theorize two additional reasons why stakeholder engagement is beneficial. First, we explain how stakeholder engagement facilitates long-term organizational resilience and protection of stakeholders in times of crisis, and second, we show how engagement is a decisive ingredient in answering non-economic value requirements of stakeholders. To conclude, we contribute to the broader stakeholder engagement and cooperative literature by stressing that engagement practices, and particularly democratic governance arrangements, are subject to design principles that sometimes favor stakeholders in capitalist firms.
{"title":"Exit, Voice, or Both: Why Organizations Engage With Stakeholders","authors":"A. Billiet, Johan Bruneel, Frédéric Dufays","doi":"10.1177/00076503231182612","DOIUrl":"https://doi.org/10.1177/00076503231182612","url":null,"abstract":"To shield stakeholders from exploitation, society increasingly expects organizations to engage with stakeholders. While exploitation of stakeholders is of great concern, economic literature points to the costly nature of stakeholder engagement vis-à-vis alternative mechanisms that protect stakeholders, such as competitive markets. When the costs of stakeholder engagement outweigh the benefits, why would organizations engage with stakeholders? Through an analysis of the cooperative enterprise and a comparison with its capitalist counterpart, we theorize two additional reasons why stakeholder engagement is beneficial. First, we explain how stakeholder engagement facilitates long-term organizational resilience and protection of stakeholders in times of crisis, and second, we show how engagement is a decisive ingredient in answering non-economic value requirements of stakeholders. To conclude, we contribute to the broader stakeholder engagement and cooperative literature by stressing that engagement practices, and particularly democratic governance arrangements, are subject to design principles that sometimes favor stakeholders in capitalist firms.","PeriodicalId":409752,"journal":{"name":"Business & Society","volume":"26 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-07-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116770540","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-07-04DOI: 10.1177/00076503231182691
Lucas Amaral Lauriano, Julia Grimm, Camilo Arciniegas Pradilla
Mental health issues are on the rise among early career researchers (ECRs), endangering the future of academia. Horizontal linkages among ECRs can play a role in building a reliable emotional support system. We offer four suggestions to overcome existing barriers and foster these linkages.
{"title":"Navigating Academia’s Stressful Waters: Discussing the Power of Horizontal Linkages for Early-Career Researchers","authors":"Lucas Amaral Lauriano, Julia Grimm, Camilo Arciniegas Pradilla","doi":"10.1177/00076503231182691","DOIUrl":"https://doi.org/10.1177/00076503231182691","url":null,"abstract":"Mental health issues are on the rise among early career researchers (ECRs), endangering the future of academia. Horizontal linkages among ECRs can play a role in building a reliable emotional support system. We offer four suggestions to overcome existing barriers and foster these linkages.","PeriodicalId":409752,"journal":{"name":"Business & Society","volume":"33 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-07-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"133906166","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-07-03DOI: 10.1177/00076503231177233
V. Stoyanova, S. Stoyanov
This article reports on a case-based, longitudinal study of the micro-foundations of business sustainability development in the Royal Bank of Scotland (RBS) in the turbulent years between 2002 and 2012. The study proposes an emerging 3-i process model, mapping the role of bounded, shared, and embedded intentionality; operational, functional, and strategic integration; and constraining, accelerating, and stabilizing institutionality as they relate to the micro-foundations underpinning the development of corporate sustainability from an operational capability to as a dynamic capability as it evolved across multiple levels of context and over time. The research extends extant literature exploring transformations toward sustainability as part of the strategic change process, the micro-foundations of capabilities as well as discussions on sustainability and temporality.
{"title":"Scaling Up Sustainability From an Operational Capability to a Dynamic Capability: The Case of Royal Bank of Scotland","authors":"V. Stoyanova, S. Stoyanov","doi":"10.1177/00076503231177233","DOIUrl":"https://doi.org/10.1177/00076503231177233","url":null,"abstract":"This article reports on a case-based, longitudinal study of the micro-foundations of business sustainability development in the Royal Bank of Scotland (RBS) in the turbulent years between 2002 and 2012. The study proposes an emerging 3-i process model, mapping the role of bounded, shared, and embedded intentionality; operational, functional, and strategic integration; and constraining, accelerating, and stabilizing institutionality as they relate to the micro-foundations underpinning the development of corporate sustainability from an operational capability to as a dynamic capability as it evolved across multiple levels of context and over time. The research extends extant literature exploring transformations toward sustainability as part of the strategic change process, the micro-foundations of capabilities as well as discussions on sustainability and temporality.","PeriodicalId":409752,"journal":{"name":"Business & Society","volume":"95 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-07-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"124631470","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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