Pub Date : 2019-04-01DOI: 10.5771/0935-9915-2019-2-3-192
J. Beyer, Simon Dabrowski, F. Lottermoser, K. Senge
Managerial trust in a corporate responsibility strategy can be a precondition for the progressive implementation of social and ecological activities. Our findings show that the financialization of corporate responsibility activities can help overcome institutional incomplementarity between the logic of social responsibility and the dominant financial logic to build and strengthen managerial trust and facilitate implementation. This trust, however, is precarious and requires constant management. Moreover, financialization practices lead to selective implementation of corporate responsibility activities, which may lead to mistrust amongst external stakeholders. Thus, the financialization of corporate responsibility is highly ambivalent by shaping trust amongst internal stakeholders, but shaking trust amongst external stakeholders. Findings are based on quantitative and qualitative data derived from 25 interviews with experts employed by Germany’s largest publicly traded companies in 2016 and 2017, as well as an online survey of managers employed by 88 German companies listed on the DAX/MDAX/TecDAX stock indices in 2016.
{"title":"Shaping or Shaking Trust in Corporate Responsibility Strategies: The Role of Financialization PracticesDate submitted: September 30, 2017Revised version accepted after double blind review: October 23, 2018","authors":"J. Beyer, Simon Dabrowski, F. Lottermoser, K. Senge","doi":"10.5771/0935-9915-2019-2-3-192","DOIUrl":"https://doi.org/10.5771/0935-9915-2019-2-3-192","url":null,"abstract":"Managerial trust in a corporate responsibility strategy can be a precondition for the progressive implementation of social and ecological activities. Our findings show that the financialization of corporate responsibility activities can help overcome institutional incomplementarity between the logic of social responsibility and the dominant financial logic to build and strengthen managerial trust and facilitate implementation. This trust, however, is precarious and requires constant management. Moreover, financialization practices lead to selective implementation of corporate responsibility activities, which may lead to mistrust amongst external stakeholders. Thus, the financialization of corporate responsibility is highly ambivalent by shaping trust amongst internal stakeholders, but shaking trust amongst external stakeholders. Findings are based on quantitative and qualitative data derived from 25 interviews with experts employed by Germany’s largest publicly traded companies in 2016 and 2017, as well as an online survey of managers employed by 88 German companies listed on the DAX/MDAX/TecDAX stock indices in 2016.","PeriodicalId":47269,"journal":{"name":"Management Revue","volume":null,"pages":null},"PeriodicalIF":7.6,"publicationDate":"2019-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"87557389","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 : 2019-01-01DOI: 10.5771/0935-9915-2019-2-3-268
Thomas Hermann
This paper conceptualizes the editor´s question of a possible trust-or-fake dilemma of Corporate Social Responsibility with a rhetorical lens on CSR-Reporting. From a rhetorical point of view, the speaker has to persuade the stakeholders as its audience of the claim: “we are socially responsible”. If the argumentation is judged by the audience as sound, it would trust the organisation. If not, the claim “we are socially responsible” will be judged as a fake. The paper concentrates on the following research questions: - 1. How do organisations employ argumentation to persuade their stakeholders of their corporate social responsibility? - 2. How do they argumentatively cope with the problem of different stakeholder demands? - 3. How do affective appeals interact with the argumentation? With the help of the rhetorical framework various concepts from trust repair literature and neo-institutional theory could be integrated to deepen our understanding of a trust or fake dilemma. Literature on CSR-reporting mainly discusses the gap between talk and action. We focus on another point, the relevance of the CSR-arguments. We introduce several concepts taken from argumentation theory like the distinction between context-abstract and field-dependent topoi and between warrant-using and warrant-establishing argumentation schemes in order to examine companies´ reactions to a loss of trust in their CSR-claim. Drawing on Mayring (2014), a mixed-method approach for content analysis was employed for the empirical analysis. The empirical case study contributed to the model building during the research process and illustrates the application of the model. We identified different phases of the verbal account strategy of Deutsche Bank. In these phases we found remarkable differences in the employment of warrant-establishing and warrant-using argumentations. We found also differences in the use of field-dependent topoi and categorized them following organisational façades.
{"title":"Corporate Social Responsibility in the Dock. How Persuasive Strategies Support Verbal Accounts in the Event of Loss of TrustArticle received: September 30, 2017Revised version accepted after double blind review: February 11, 2019","authors":"Thomas Hermann","doi":"10.5771/0935-9915-2019-2-3-268","DOIUrl":"https://doi.org/10.5771/0935-9915-2019-2-3-268","url":null,"abstract":"This paper conceptualizes the editor´s question of a possible trust-or-fake dilemma of Corporate Social Responsibility with a rhetorical lens on CSR-Reporting. From a rhetorical point of view, the speaker has to persuade the stakeholders as its audience of the claim: “we are socially responsible”. If the argumentation is judged by the audience as sound, it would trust the organisation. If not, the claim “we are socially responsible” will be judged as a fake. The paper concentrates on the following research questions: - 1. How do organisations employ argumentation to persuade their stakeholders of their corporate social responsibility? - 2. How do they argumentatively cope with the problem of different stakeholder demands? - 3. How do affective appeals interact with the argumentation? With the help of the rhetorical framework various concepts from trust repair literature and neo-institutional theory could be integrated to deepen our understanding of a trust or fake dilemma. Literature on CSR-reporting mainly discusses the gap between talk and action. We focus on another point, the relevance of the CSR-arguments. We introduce several concepts taken from argumentation theory like the distinction between context-abstract and field-dependent topoi and between warrant-using and warrant-establishing argumentation schemes in order to examine companies´ reactions to a loss of trust in their CSR-claim. Drawing on Mayring (2014), a mixed-method approach for content analysis was employed for the empirical analysis. The empirical case study contributed to the model building during the research process and illustrates the application of the model. We identified different phases of the verbal account strategy of Deutsche Bank. In these phases we found remarkable differences in the employment of warrant-establishing and warrant-using argumentations. We found also differences in the use of field-dependent topoi and categorized them following organisational façades.","PeriodicalId":47269,"journal":{"name":"Management Revue","volume":null,"pages":null},"PeriodicalIF":7.6,"publicationDate":"2019-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"72532834","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 : 2019-01-01DOI: 10.5771/0935-9915-2019-2-3-213
Grit Tanner, E. Bamberg, Carolin Baur, Marlies Schümann
Workplace health promotion (WHP), which is supported by networks and business partners, is an important issue of corporate social responsibility. In an interview-study with enterprise and industry representatives, we analyzed whether WHP as one aspect of CSR is already realized within the supply chain and how interactions within the supply chain and networks can be described in terms of WHP. The results showed that issues of occupational safety are relevant within business relationships, but WHP in general is found to be less so. Networks outside the supply chain are often used to support WHP. The most-mentioned practice to ensure occupational health in supply chains is the control of suppliers (e.g., through audits). Collaborations (e.g., joint projects) were somewhat less stated. In conclusion, enterprises need to establish internal structures to conduct successful WHP within their supply chain. Future research should investigate factors that foster or hinder the process of establishing WHP within supply chains.
{"title":"Workplace Health Promotion Inspired by Corporate Social Responsibility – Interactions Within Supply Chains and NetworksDate submitted: September 30, 2017Revised version accepted after double blind review: October 2, 2018","authors":"Grit Tanner, E. Bamberg, Carolin Baur, Marlies Schümann","doi":"10.5771/0935-9915-2019-2-3-213","DOIUrl":"https://doi.org/10.5771/0935-9915-2019-2-3-213","url":null,"abstract":"Workplace health promotion (WHP), which is supported by networks and business partners, is an important issue of corporate social responsibility. In an interview-study with enterprise and industry representatives, we analyzed whether WHP as one aspect of CSR is already realized within the supply chain and how interactions within the supply chain and networks can be described in terms of WHP. The results showed that issues of occupational safety are relevant within business relationships, but WHP in general is found to be less so. Networks outside the supply chain are often used to support WHP. The most-mentioned practice to ensure occupational health in supply chains is the control of suppliers (e.g., through audits). Collaborations (e.g., joint projects) were somewhat less stated. In conclusion, enterprises need to establish internal structures to conduct successful WHP within their supply chain. Future research should investigate factors that foster or hinder the process of establishing WHP within supply chains.","PeriodicalId":47269,"journal":{"name":"Management Revue","volume":null,"pages":null},"PeriodicalIF":7.6,"publicationDate":"2019-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"81313980","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 : 2019-01-01DOI: 10.5771/0935-9915-2019-1-40
René Schmoll, Stefan Süß
Offering workplace flexibility to attract new talent has become a strategic issue for many organizations. Workplace flexibility provides employees with the autonomy to choose when and where to perform their work. Even though there is some evidence of its positive influence on organizational attraction, research that differentiates the influence of temporal and spatial flexibility is lacking, leaving their separate and joint effects largely unclear. Furthermore, whether the principle of distribution influences this relationship is also unclear. Drawing on signaling theory, we perform an experimental study that helps to clarify how workplace flexibility influences organizational attraction. We conduct a randomized vignette-based experiment (N=334) that manipulates temporal flexibility, spatial flexibility and equity-based distribution. The results indicate significant main effects for both dimensions of flexibility, with temporal flexibility having a stronger influence. For the combination of temporal and spatial flexibility, we found an additive effect rather than a significant interaction. The experiment did not detect any evidence for a moderating role of equity-based distribution. The paper provides contributions to research and practice. Finally, we discuss our findings with regard to limitations and make suggestions for future research.
{"title":"Working Anywhere, Anytime: An Experimental Investigation of Workplace Flexibility's Influence on Organizational Attraction","authors":"René Schmoll, Stefan Süß","doi":"10.5771/0935-9915-2019-1-40","DOIUrl":"https://doi.org/10.5771/0935-9915-2019-1-40","url":null,"abstract":"Offering workplace flexibility to attract new talent has become a strategic issue for many organizations. Workplace flexibility provides employees with the autonomy to choose when and where to perform their work. Even though there is some evidence of its positive influence on organizational attraction, research that differentiates the influence of temporal and spatial flexibility is lacking, leaving their separate and joint effects largely unclear. Furthermore, whether the principle of distribution influences this relationship is also unclear. Drawing on signaling theory, we perform an experimental study that helps to clarify how workplace flexibility influences organizational attraction. We conduct a randomized vignette-based experiment (N=334) that manipulates temporal flexibility, spatial flexibility and equity-based distribution. The results indicate significant main effects for both dimensions of flexibility, with temporal flexibility having a stronger influence. For the combination of temporal and spatial flexibility, we found an additive effect rather than a significant interaction. The experiment did not detect any evidence for a moderating role of equity-based distribution. The paper provides contributions to research and practice. Finally, we discuss our findings with regard to limitations and make suggestions for future research.","PeriodicalId":47269,"journal":{"name":"Management Revue","volume":null,"pages":null},"PeriodicalIF":7.6,"publicationDate":"2019-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"72511530","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 : 2019-01-01DOI: 10.5771/0935-9915-2019-2-3-148
Walther Müller-Jentsch
The paper elaborates the differences of two functional equivalent institutions which give labour a voice in production processes. HRM is primarily understood as a sophisticated method of personnel management which usually includes schemes of direct participation by employees, particularly through teamwork. At first sight HRM and mandatory participation seem functionally equivalent. Both give employees a voice in firms’ decision making - the works council a collective voice, HRM an individual voice. Both are devices for conflict resolution and for labour-management cooperation. Works councils are more focussed on conflict resolution, while HRM focuses more on cooperation. Both devices base on trust relations with the employees. The trust provided by HRM depends on a self-binding strategy by management whereas works councils are democratic institutions which function as trust agencies controlled by the vote of their electorate.
{"title":"The Dialectics of Trust and Control: About Different Concepts in Human Resource Management and Mandatory Co-determination","authors":"Walther Müller-Jentsch","doi":"10.5771/0935-9915-2019-2-3-148","DOIUrl":"https://doi.org/10.5771/0935-9915-2019-2-3-148","url":null,"abstract":"The paper elaborates the differences of two functional equivalent institutions which give labour a voice in production processes. HRM is primarily understood as a sophisticated method of personnel management which usually includes schemes of direct participation by employees, particularly through teamwork. At first sight HRM and mandatory participation seem functionally equivalent. Both give employees a voice in firms’ decision making - the works council a collective voice, HRM an individual voice. Both are devices for conflict resolution and for labour-management cooperation. Works councils are more focussed on conflict resolution, while HRM focuses more on cooperation. Both devices base on trust relations with the employees. The trust provided by HRM depends on a self-binding strategy by management whereas works councils are democratic institutions which function as trust agencies controlled by the vote of their electorate.","PeriodicalId":47269,"journal":{"name":"Management Revue","volume":null,"pages":null},"PeriodicalIF":7.6,"publicationDate":"2019-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"83334259","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 : 2019-01-01DOI: 10.5771/0935-9915-2019-1-93
Liviu Florea, Michael Stoica
While there is a significant volume of literature that studies teamwork, the research in virtual teams and global virtual teamwork is still developing. The current research acknowledges the popularity of virtual teamwork in today’s organizations and sheds light on the differences between global virtual and other forms of teamwork using different features of the team mental model. Compared to traditional or face-to-face teams, global virtual teams can usually achieve more significant team process gains, suggesting the existence of opportunities, while disengagement might lead to losses, indicating potential hindrances. This research aims to identify particular features of global virtual teamwork and ways in which they impact performance, using the concept of team mental model. The model is conceptualized as teams’ thought processes reflected in their members common knowledge. We examine the concept of team mental model in the form of cohesiveness, task abilities, and social loafing. We propose that virtual teams’ cohesiveness can present both opportunities and hindrances for team performance, promoting performance orientation, stimulated by the use of communication and collaboration technologies, while potentially hurting outcomes depending on the level of individualistic value orientations or anti-work norms are prevalent within the team. We also propose that global virtual teams benefit from epistemic opportunities because they have access to wide-ranging and far-reaching perspectives generated by diverse team members, as well as knowledge heterogeneity and within team cross-learning potential. Conversely, motivational losses in the form of social loafing and trust development hinder processes and outcomes of global virtual teamwork.
{"title":"Exploration of Team Mental Model Characteristics to Identify Opportunities and Hindrances in Global Virtual Teamwork","authors":"Liviu Florea, Michael Stoica","doi":"10.5771/0935-9915-2019-1-93","DOIUrl":"https://doi.org/10.5771/0935-9915-2019-1-93","url":null,"abstract":"While there is a significant volume of literature that studies teamwork, the research in virtual teams and global virtual teamwork is still developing. The current research acknowledges the popularity of virtual teamwork in today’s organizations and sheds light on the differences between global virtual and other forms of teamwork using different features of the team mental model. Compared to traditional or face-to-face teams, global virtual teams can usually achieve more significant team process gains, suggesting the existence of opportunities, while disengagement might lead to losses, indicating potential hindrances. This research aims to identify particular features of global virtual teamwork and ways in which they impact performance, using the concept of team mental model. The model is conceptualized as teams’ thought processes reflected in their members common knowledge. We examine the concept of team mental model in the form of cohesiveness, task abilities, and social loafing. We propose that virtual teams’ cohesiveness can present both opportunities and hindrances for team performance, promoting performance orientation, stimulated by the use of communication and collaboration technologies, while potentially hurting outcomes depending on the level of individualistic value orientations or anti-work norms are prevalent within the team. We also propose that global virtual teams benefit from epistemic opportunities because they have access to wide-ranging and far-reaching perspectives generated by diverse team members, as well as knowledge heterogeneity and within team cross-learning potential. Conversely, motivational losses in the form of social loafing and trust development hinder processes and outcomes of global virtual teamwork.","PeriodicalId":47269,"journal":{"name":"Management Revue","volume":null,"pages":null},"PeriodicalIF":7.6,"publicationDate":"2019-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"88944798","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 : 2019-01-01DOI: 10.5771/0935-9915-2019-1-120
M. Barslund, J. Bauknecht, A. Cebulla
Human resource (HR) measures to improve job satisfaction can prolong working lives, yet there is little evidence about the size of such effect. We provide a comprehensive literature review and an analysis of the link between the length of the remaining working life of older workers and a number of indicators of job satisfaction for 12 European countries, using the panel dimension of the Survey of Health, Ageing and Retirement in Europe (SHARE). We simulate the best-case potential for HR policies to extend working lives. Results suggest that this potential is at around three additional working months. This effect is small in comparison to other policies to extend working lives.
{"title":"Working conditions and retirement: How important are HR policies in prolonging working life?","authors":"M. Barslund, J. Bauknecht, A. Cebulla","doi":"10.5771/0935-9915-2019-1-120","DOIUrl":"https://doi.org/10.5771/0935-9915-2019-1-120","url":null,"abstract":"Human resource (HR) measures to improve job satisfaction can prolong working lives, yet there is little evidence about the size of such effect. We provide a comprehensive literature review and an analysis of the link between the length of the remaining working life of older workers and a number of indicators of job satisfaction for 12 European countries, using the panel dimension of the Survey of Health, Ageing and Retirement in Europe (SHARE). We simulate the best-case potential for HR policies to extend working lives. Results suggest that this potential is at around three additional working months. This effect is small in comparison to other policies to extend working lives.","PeriodicalId":47269,"journal":{"name":"Management Revue","volume":null,"pages":null},"PeriodicalIF":7.6,"publicationDate":"2019-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"91310968","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 : 2019-01-01DOI: 10.5771/0935-9915-2019-1-63
Setareh Zafari, M. Hartner-Tiefenthaler, S. Koeszegi
Recent developments in information and communication technology have led to renewed interest in the impact of flexible work on work-related outcomes such as job satisfaction, organizational identification and work engagement. Although there is a vast amount of literature indicating the positive association between job autonomy and work-related outcomes, there has been little discussion about the contextual conditions that strengthen this relationship. This paper analyzes the role of perceived organizational alignment as a conditional factor and shows that autonomy alone cannot explain an organization’s success in improving work-related outcomes. An analysis of online survey from 481 employees shows that the perceived organizational alignment moderates the positive effect of autonomy on work-related outcomes in the context of flexible work. For employees who perceive organizational alignment to be high, the positive relationships are strengthened for work engagement and organizational identification, but attenuated for job satisfaction. Theoretical and practical implications of these findings are discussed.
{"title":"Flexible Work and Work-related Outcomes: The Role of Perceived Organizational Alignment","authors":"Setareh Zafari, M. Hartner-Tiefenthaler, S. Koeszegi","doi":"10.5771/0935-9915-2019-1-63","DOIUrl":"https://doi.org/10.5771/0935-9915-2019-1-63","url":null,"abstract":"Recent developments in information and communication technology have led to renewed interest in the impact of flexible work on work-related outcomes such as job satisfaction, organizational identification and work engagement. Although there is a vast amount of literature indicating the positive association between job autonomy and work-related outcomes, there has been little discussion about the contextual conditions that strengthen this relationship. This paper analyzes the role of perceived organizational alignment as a conditional factor and shows that autonomy alone cannot explain an organization’s success in improving work-related outcomes. An analysis of online survey from 481 employees shows that the perceived organizational alignment moderates the positive effect of autonomy on work-related outcomes in the context of flexible work. For employees who perceive organizational alignment to be high, the positive relationships are strengthened for work engagement and organizational identification, but attenuated for job satisfaction. Theoretical and practical implications of these findings are discussed.","PeriodicalId":47269,"journal":{"name":"Management Revue","volume":null,"pages":null},"PeriodicalIF":7.6,"publicationDate":"2019-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"87870875","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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