Pub Date : 2018-07-31DOI: 10.1108/S0742-332220180000038018
Chad Carlos, W. Sine, Brandon H. Lee, Heather A. Haveman
Abstract Social movements can disrupt existing industries and inspire the emergence of new markets by drawing attention to problems with the status quo and promoting alternatives. We examine how the influence of social movements on entrepreneurial activity evolves as the markets they foster mature. Theoretically, we argue that the success of social movements in furthering market expansion leads to three related outcomes. First, the movement-encouraged development of market infrastructure reduces the need for continued social movement support. Second, social movements’ efforts on behalf of new markets increase the importance of resource availability for market entry. Third, market growth motivates countermovement that reduce the beneficial impact of initiator movements on entrepreneurial activity. We test these arguments by analyzing evolving social movement dynamics and entrepreneurial activity in the US wind power industry from 1992 to 2007. We discuss the implications of our findings for the study of social movements, stakeholder management, sustainability, and entrepreneurship.
{"title":"Gone with the Wind: The Evolving Influence of Social Movements and Counter Movements on Entrepreneurial Activity in the US Wind Industry","authors":"Chad Carlos, W. Sine, Brandon H. Lee, Heather A. Haveman","doi":"10.1108/S0742-332220180000038018","DOIUrl":"https://doi.org/10.1108/S0742-332220180000038018","url":null,"abstract":"Abstract \u0000Social movements can disrupt existing industries and inspire the emergence of new markets by drawing attention to problems with the status quo and promoting alternatives. We examine how the influence of social movements on entrepreneurial activity evolves as the markets they foster mature. Theoretically, we argue that the success of social movements in furthering market expansion leads to three related outcomes. First, the movement-encouraged development of market infrastructure reduces the need for continued social movement support. Second, social movements’ efforts on behalf of new markets increase the importance of resource availability for market entry. Third, market growth motivates countermovement that reduce the beneficial impact of initiator movements on entrepreneurial activity. We test these arguments by analyzing evolving social movement dynamics and entrepreneurial activity in the US wind power industry from 1992 to 2007. We discuss the implications of our findings for the study of social movements, stakeholder management, sustainability, and entrepreneurship.","PeriodicalId":46550,"journal":{"name":"Advances in Strategic Management-A Research Annual","volume":" ","pages":""},"PeriodicalIF":0.0,"publicationDate":"2018-07-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/S0742-332220180000038018","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41753595","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2018-07-31DOI: 10.1108/S0742-332220180000038016
Emily Barman
Abstract Over the last several decades, the question of the import of firms’ social and environmental responsibilities has taken center stage. While once companies’ obligations to stakeholders and to sustainability were framed as normative issues, these criteria are taking on instrumental worth. Most recently, advocates of Responsible Investment have suggested that firms’ environmental, social, and governance (ESG) performance possesses critical implications for companies’ creation and capture of long-term economic value. Employing textual analysis, this chapter analyzes the accounting, rating, and reporting standards that have been developed by which companies are expected to measure, communicate, and be evaluated for their ESG performance. Drawing from literature on organizational imprinting, this chapter finds significant differences across these standards, in terms of the determination of materiality and firms’ desired stakeholder relations. The divergence present in the meaning and measure of Responsible Investment across these standards possesses important strategic implications for managers in this field who must consider the implications of each guideline for internal and external purposes.
{"title":"Doing Well by Doing Good: A Comparative Analysis of ESG Standards for Responsible Investment","authors":"Emily Barman","doi":"10.1108/S0742-332220180000038016","DOIUrl":"https://doi.org/10.1108/S0742-332220180000038016","url":null,"abstract":"Abstract \u0000Over the last several decades, the question of the import of firms’ social and environmental responsibilities has taken center stage. While once companies’ obligations to stakeholders and to sustainability were framed as normative issues, these criteria are taking on instrumental worth. Most recently, advocates of Responsible Investment have suggested that firms’ environmental, social, and governance (ESG) performance possesses critical implications for companies’ creation and capture of long-term economic value. Employing textual analysis, this chapter analyzes the accounting, rating, and reporting standards that have been developed by which companies are expected to measure, communicate, and be evaluated for their ESG performance. Drawing from literature on organizational imprinting, this chapter finds significant differences across these standards, in terms of the determination of materiality and firms’ desired stakeholder relations. The divergence present in the meaning and measure of Responsible Investment across these standards possesses important strategic implications for managers in this field who must consider the implications of each guideline for internal and external purposes.","PeriodicalId":46550,"journal":{"name":"Advances in Strategic Management-A Research Annual","volume":" ","pages":""},"PeriodicalIF":0.0,"publicationDate":"2018-07-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/S0742-332220180000038016","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43769639","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2018-07-31DOI: 10.1108/s0742-3322201838
G. Cattani
Social movements can disrupt existing industries and inspire the emergence of new markets by drawing attention to problems with the status quo and promoting alternatives. We examine how the in fl uence of social movements on entrepreneurial activity evolves as the markets they foster mature. Theoretically, we argue that the success of social movements in furthering market expansion leads to three related outcomes. First, the movement-encouraged development of market infrastructure reduces the need for continued social movement support. Second, social movements ’ efforts on behalf of new markets increase the importance of resource availability for market entry. Third, market growth motivates countermovement that reduce the bene fi cial impact of initiator movements on entrepreneurial activity. We test these arguments by analyzing evolving social movement dynamics and entrepreneurial activity in the US wind Sustainability, Stakeholder Governance, and Corporate Social Responsibility Advances in Strategic Management, Volume 38, 339 364 power industry from 1992 to 2007. We discuss the implications of our fi ndings for the study of social movements, stakeholder management, sustainability, and entrepreneurship.
{"title":"Sustainability, Stakeholder Governance, and Corporate Social Responsibility","authors":"G. Cattani","doi":"10.1108/s0742-3322201838","DOIUrl":"https://doi.org/10.1108/s0742-3322201838","url":null,"abstract":"Social movements can disrupt existing industries and inspire the emergence of new markets by drawing attention to problems with the status quo and promoting alternatives. We examine how the in fl uence of social movements on entrepreneurial activity evolves as the markets they foster mature. Theoretically, we argue that the success of social movements in furthering market expansion leads to three related outcomes. First, the movement-encouraged development of market infrastructure reduces the need for continued social movement support. Second, social movements ’ efforts on behalf of new markets increase the importance of resource availability for market entry. Third, market growth motivates countermovement that reduce the bene fi cial impact of initiator movements on entrepreneurial activity. We test these arguments by analyzing evolving social movement dynamics and entrepreneurial activity in the US wind Sustainability, Stakeholder Governance, and Corporate Social Responsibility Advances in Strategic Management, Volume 38, 339 364 power industry from 1992 to 2007. We discuss the implications of our fi ndings for the study of social movements, stakeholder management, sustainability, and entrepreneurship.","PeriodicalId":46550,"journal":{"name":"Advances in Strategic Management-A Research Annual","volume":" ","pages":""},"PeriodicalIF":0.0,"publicationDate":"2018-07-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/s0742-3322201838","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45446811","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2018-07-31DOI: 10.1108/s0742-332220180000038002
{"title":"Index","authors":"","doi":"10.1108/s0742-332220180000038002","DOIUrl":"https://doi.org/10.1108/s0742-332220180000038002","url":null,"abstract":"","PeriodicalId":46550,"journal":{"name":"Advances in Strategic Management-A Research Annual","volume":" ","pages":""},"PeriodicalIF":0.0,"publicationDate":"2018-07-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/s0742-332220180000038002","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44007025","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2018-07-31DOI: 10.1108/S0742-332220180000038012
Anne Jacqueminet, Lilach Trabelsi
Abstract Studies of corporate social responsibility (CSR) and stakeholder engagement have recently gained traction in the global strategy field. However, they have mostly developed as parallel streams, thereby limiting the cross-fertilization between global strategy research and stakeholder theory. We believe that because the CSR context in essence calls for the simultaneous participation of a large and heterogeneous set of local and global stakeholders, it requires a novel theorizing of multinational enterprises’ (MNEs’) worldwide practice implementation. Thus, we develop a series of propositions in the context of CSR to highlight the role stakeholders play in MNE subsidiaries’ implementation of initiatives, depending on the complex institutional pressures that they undergo, their distance from the parent’s home country, and their level of network embeddedness. We focus in particular on the role of stakeholder demands alignment in subsidiaries’ CSR implementation. Our conceptual propositions are enriched by the consideration of illustrative data on initiatives undertaken by Iberdrola from 2008 to 2014.
{"title":"CSR Strategic Implementation in MNEs: The Role of Subsidiaries’ Stakeholders","authors":"Anne Jacqueminet, Lilach Trabelsi","doi":"10.1108/S0742-332220180000038012","DOIUrl":"https://doi.org/10.1108/S0742-332220180000038012","url":null,"abstract":"Abstract \u0000Studies of corporate social responsibility (CSR) and stakeholder engagement have recently gained traction in the global strategy field. However, they have mostly developed as parallel streams, thereby limiting the cross-fertilization between global strategy research and stakeholder theory. We believe that because the CSR context in essence calls for the simultaneous participation of a large and heterogeneous set of local and global stakeholders, it requires a novel theorizing of multinational enterprises’ (MNEs’) worldwide practice implementation. Thus, we develop a series of propositions in the context of CSR to highlight the role stakeholders play in MNE subsidiaries’ implementation of initiatives, depending on the complex institutional pressures that they undergo, their distance from the parent’s home country, and their level of network embeddedness. We focus in particular on the role of stakeholder demands alignment in subsidiaries’ CSR implementation. Our conceptual propositions are enriched by the consideration of illustrative data on initiatives undertaken by Iberdrola from 2008 to 2014.","PeriodicalId":46550,"journal":{"name":"Advances in Strategic Management-A Research Annual","volume":" ","pages":""},"PeriodicalIF":0.0,"publicationDate":"2018-07-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/S0742-332220180000038012","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48602588","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2018-07-31DOI: 10.1108/s0742-332220180000038003
{"title":"Prelims","authors":"","doi":"10.1108/s0742-332220180000038003","DOIUrl":"https://doi.org/10.1108/s0742-332220180000038003","url":null,"abstract":"","PeriodicalId":46550,"journal":{"name":"Advances in Strategic Management-A Research Annual","volume":" ","pages":""},"PeriodicalIF":0.0,"publicationDate":"2018-07-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/s0742-332220180000038003","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43096390","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2018-07-31DOI: 10.1108/S0742-332220180000038001
S. Dorobantu, Ruth V. Aguilera, Jiao Luo, Frances J. Milliken
{"title":"Introduction: Contemplating the Connections between Sustainability, Stakeholder Governance, and Corporate Social Responsibility","authors":"S. Dorobantu, Ruth V. Aguilera, Jiao Luo, Frances J. Milliken","doi":"10.1108/S0742-332220180000038001","DOIUrl":"https://doi.org/10.1108/S0742-332220180000038001","url":null,"abstract":"","PeriodicalId":46550,"journal":{"name":"Advances in Strategic Management-A Research Annual","volume":" ","pages":""},"PeriodicalIF":0.0,"publicationDate":"2018-07-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/S0742-332220180000038001","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42053730","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2018-07-31DOI: 10.1108/S0742-332220180000038015
Jean-Baptiste Litrico, M. D. Lee
Abstract In this chapter, we examine the interplay between external legitimacy judgments, internal identity beliefs, and conceptions of sustainability. Based on observation at industry events and interviews with key stakeholders, we examine how organizational actors interpret the concept of sustainability in civil aviation, an industry subject to intense legitimacy threat for its environmental impact. We find that the concept of sustainability is interpreted through a process of naturalization, by which conceptual ties to past practices are forged, and the concept becomes corrupted. We describe three mechanisms (relabeling, bundling, and zooming out) through which concept naturalization occurs, and we show how this process creates resonance between sustainability and an industry ethos, which captures the aspirations, ideals and values of the industry.
{"title":"Naturalizing Sustainability: How Industry Actors Make Sense of a Threatening Concept","authors":"Jean-Baptiste Litrico, M. D. Lee","doi":"10.1108/S0742-332220180000038015","DOIUrl":"https://doi.org/10.1108/S0742-332220180000038015","url":null,"abstract":"Abstract \u0000In this chapter, we examine the interplay between external legitimacy judgments, internal identity beliefs, and conceptions of sustainability. Based on observation at industry events and interviews with key stakeholders, we examine how organizational actors interpret the concept of sustainability in civil aviation, an industry subject to intense legitimacy threat for its environmental impact. We find that the concept of sustainability is interpreted through a process of naturalization, by which conceptual ties to past practices are forged, and the concept becomes corrupted. We describe three mechanisms (relabeling, bundling, and zooming out) through which concept naturalization occurs, and we show how this process creates resonance between sustainability and an industry ethos, which captures the aspirations, ideals and values of the industry.","PeriodicalId":46550,"journal":{"name":"Advances in Strategic Management-A Research Annual","volume":" ","pages":""},"PeriodicalIF":0.0,"publicationDate":"2018-07-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/S0742-332220180000038015","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48060437","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2018-07-31DOI: 10.1108/S0742-332220180000038008
Andrew C. Inkpen, K. Ramaswamy
Abstract While much of the debate and discourse on sustainability and environmentally friendly practices have focused on privately owned and operated organizations, enterprises owned by the state have escaped scrutiny. This study focuses specifically on the oil and gas sector to explore the drivers that propel state-owned oil and gas producers, the national oil companies, to embrace sustainability practices. We find that the proportion of independent directors, international exposure, and international involvement influence sustainability practices.
{"title":"State-Owned Multinationals and Drivers of Sustainability Practices: An Exploratory Study of National Oil Companies","authors":"Andrew C. Inkpen, K. Ramaswamy","doi":"10.1108/S0742-332220180000038008","DOIUrl":"https://doi.org/10.1108/S0742-332220180000038008","url":null,"abstract":"Abstract \u0000While much of the debate and discourse on sustainability and environmentally friendly practices have focused on privately owned and operated organizations, enterprises owned by the state have escaped scrutiny. This study focuses specifically on the oil and gas sector to explore the drivers that propel state-owned oil and gas producers, the national oil companies, to embrace sustainability practices. We find that the proportion of independent directors, international exposure, and international involvement influence sustainability practices.","PeriodicalId":46550,"journal":{"name":"Advances in Strategic Management-A Research Annual","volume":" ","pages":""},"PeriodicalIF":0.0,"publicationDate":"2018-07-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/S0742-332220180000038008","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49351372","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2018-07-31DOI: 10.1108/S0742-332220180000038011
A. Ginsberg, A. Marcus
Abstract Venture capital’s role in clean energy (CE) technologies can be transformative in creating a sustainable society. Yet there are limitations on how far venture capitalists (VCs) can go in supporting these technologies. These limits exist because of the performance expectations of the main stakeholder group who hold VCs accountable. The financial backers of VCs expect an exceptional return on their investment, given the high level of risk they take on when they invest in unproven startups. This chapter explores the constraints that the financial obligations VCs have to their main backers put on their role in bringing about a more sustainable global society. It investigates VC firms’ responses to CE exits (initial public offerings (IPOs) and acquisitions) and shows how prior CE exits affect CE investment growth when we compare VCs exit records to that of their peers. This chapter demonstrates that VCs only increase CE investments when the cumulative number of exits substantially exceed that of their peers, while they decrease these investments when the cumulative number of their exits only moderately outpace that of their peers. The chapter suggests that the reason VCs respond in this way is the financial pressure VCs experience because of their dependence on their financial backers.
{"title":"Venture Capital’s Role in Creating a More Sustainable Society: The Role of Exits in Clean Energy’s Investment Growth","authors":"A. Ginsberg, A. Marcus","doi":"10.1108/S0742-332220180000038011","DOIUrl":"https://doi.org/10.1108/S0742-332220180000038011","url":null,"abstract":"Abstract \u0000Venture capital’s role in clean energy (CE) technologies can be transformative in creating a sustainable society. Yet there are limitations on how far venture capitalists (VCs) can go in supporting these technologies. These limits exist because of the performance expectations of the main stakeholder group who hold VCs accountable. The financial backers of VCs expect an exceptional return on their investment, given the high level of risk they take on when they invest in unproven startups. This chapter explores the constraints that the financial obligations VCs have to their main backers put on their role in bringing about a more sustainable global society. It investigates VC firms’ responses to CE exits (initial public offerings (IPOs) and acquisitions) and shows how prior CE exits affect CE investment growth when we compare VCs exit records to that of their peers. This chapter demonstrates that VCs only increase CE investments when the cumulative number of exits substantially exceed that of their peers, while they decrease these investments when the cumulative number of their exits only moderately outpace that of their peers. The chapter suggests that the reason VCs respond in this way is the financial pressure VCs experience because of their dependence on their financial backers.","PeriodicalId":46550,"journal":{"name":"Advances in Strategic Management-A Research Annual","volume":" ","pages":""},"PeriodicalIF":0.0,"publicationDate":"2018-07-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/S0742-332220180000038011","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46369761","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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