Pub Date : 2024-09-18DOI: 10.1177/00076503241277675
Chacko G. Kannothra, Stephan Manning, Gaëlle Cotterlaz-Rannard, Sumit K. Kundu
Social enterprises that operate in business-to-business contexts, often out of emerging economies, typically face high expectations from business clients, mainstream competition, and the challenge of operating across distances. In these contexts, social enterprises need to carefully choose which market segments to serve and how to organize their social mission accordingly. Based on the case of impact sourcing—hiring and training of disadvantaged staff for global business services—we seek to better understand this interplay. In general, we find that social enterprises in this context focus on serving either domestic clients with an implicit social mission and an integrated social enterprise model or international clients with a more explicit social mission and a decoupled model. We discuss why both main configurations represent viable social enterprise models in the outsourcing industry, and why, in particular, the professional background of founders plays a key role in these strategic choices. Our findings contribute to a more nuanced and context-sensitive understanding of social enterprise model adoption in emerging economies.
{"title":"The Interplay of Market Choices and Social Mission: Learning From B2B Social Enterprises in Emerging Economies","authors":"Chacko G. Kannothra, Stephan Manning, Gaëlle Cotterlaz-Rannard, Sumit K. Kundu","doi":"10.1177/00076503241277675","DOIUrl":"https://doi.org/10.1177/00076503241277675","url":null,"abstract":"Social enterprises that operate in business-to-business contexts, often out of emerging economies, typically face high expectations from business clients, mainstream competition, and the challenge of operating across distances. In these contexts, social enterprises need to carefully choose which market segments to serve and how to organize their social mission accordingly. Based on the case of impact sourcing—hiring and training of disadvantaged staff for global business services—we seek to better understand this interplay. In general, we find that social enterprises in this context focus on serving either domestic clients with an implicit social mission and an integrated social enterprise model or international clients with a more explicit social mission and a decoupled model. We discuss why both main configurations represent viable social enterprise models in the outsourcing industry, and why, in particular, the professional background of founders plays a key role in these strategic choices. Our findings contribute to a more nuanced and context-sensitive understanding of social enterprise model adoption in emerging economies.","PeriodicalId":48193,"journal":{"name":"Business & Society","volume":"1 1","pages":""},"PeriodicalIF":7.0,"publicationDate":"2024-09-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142250238","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-09-17DOI: 10.1177/00076503241274056
Johanna Järvelä, Ville-Pekka Sorsa, Andre Spicer
Our understanding of how public actors directly influence stakeholder engagement through mechanisms such as regulation and licensing has been steadily improving. However, the indirect influence of public governance measures on stakeholder engagement remains less explored. This article seeks to bridge this gap by examining how public sector actors use participatory governance to influence private stakeholder engagement beyond public governance processes. We introduce the concept of silent steering to describe how indirect effects on stakeholder engagement occur. Through an in-depth case study of Finnish mining governance from 1995 to 2020, we uncover how silent steering of private engagement occurs through role-giving, example-giving, and expectation-giving. Through these processes, public actors can exert significant influence over industry- and firm-level private stakeholder engagement processes even when they are not present.
{"title":"Silent Steering: How Public Actors Indirectly Influence Private Stakeholder Engagement","authors":"Johanna Järvelä, Ville-Pekka Sorsa, Andre Spicer","doi":"10.1177/00076503241274056","DOIUrl":"https://doi.org/10.1177/00076503241274056","url":null,"abstract":"Our understanding of how public actors directly influence stakeholder engagement through mechanisms such as regulation and licensing has been steadily improving. However, the indirect influence of public governance measures on stakeholder engagement remains less explored. This article seeks to bridge this gap by examining how public sector actors use participatory governance to influence private stakeholder engagement beyond public governance processes. We introduce the concept of silent steering to describe how indirect effects on stakeholder engagement occur. Through an in-depth case study of Finnish mining governance from 1995 to 2020, we uncover how silent steering of private engagement occurs through role-giving, example-giving, and expectation-giving. Through these processes, public actors can exert significant influence over industry- and firm-level private stakeholder engagement processes even when they are not present.","PeriodicalId":48193,"journal":{"name":"Business & Society","volume":"40 1","pages":""},"PeriodicalIF":7.0,"publicationDate":"2024-09-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142250240","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-09-17DOI: 10.1177/00076503241273275
Karen Quilloy-Custodio, Alexander Newman, Amanda Pyman
Social impact measurement has remained a challenge for both social enterprises (SEs) and scholars in the SE field. Despite increased scholarly attention given to SE social impact and its measurement in recent years, scholars continue to call for more research to advance the approaches for measuring social impact in SEs. This study aims to provide a reliable and valid social impact scale for SEs, which can be used as an alternative or a complementary scale to existing quantitative social impact tools. Through a systematic scale development process, it develops a 31-item multidimensional social impact scale based on the triple bottom line sustainability framework and using perception-based or constituency-based feedback. Data analysis confirms the reliability and validity of the scale across two studies involving different SE samples and country contexts. The study also discusses implications for theory and practice and recommendations for future research.
{"title":"Measuring the Social Impact of Social Enterprises–Scale Development and Validation","authors":"Karen Quilloy-Custodio, Alexander Newman, Amanda Pyman","doi":"10.1177/00076503241273275","DOIUrl":"https://doi.org/10.1177/00076503241273275","url":null,"abstract":"Social impact measurement has remained a challenge for both social enterprises (SEs) and scholars in the SE field. Despite increased scholarly attention given to SE social impact and its measurement in recent years, scholars continue to call for more research to advance the approaches for measuring social impact in SEs. This study aims to provide a reliable and valid social impact scale for SEs, which can be used as an alternative or a complementary scale to existing quantitative social impact tools. Through a systematic scale development process, it develops a 31-item multidimensional social impact scale based on the triple bottom line sustainability framework and using perception-based or constituency-based feedback. Data analysis confirms the reliability and validity of the scale across two studies involving different SE samples and country contexts. The study also discusses implications for theory and practice and recommendations for future research.","PeriodicalId":48193,"journal":{"name":"Business & Society","volume":"16 1","pages":""},"PeriodicalIF":7.0,"publicationDate":"2024-09-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142250239","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-09-17DOI: 10.1177/00076503241271295
Verena Bader, Anna-Lisa Schneider, Stephan Kaiser, Georg Loscher
In this article, we underscore the importance of stakeholder relationships for research on stakeholder engagement. We do so by integrating a practice-based understanding with the relational view. Based on a revealing case study of a civic engagement process in a large German city, we develop a conceptual framework that explains how relational practices shape stakeholder engagement. We identify three relational practices (i.e., connecting, facilitating, and containing) and their associated outcomes (i.e., implication, solidarization, and distinction), as well as effects on stakeholder heterogeneity. Our findings contribute to the relational view on stakeholder engagement by providing insights into practices that shape relationships between heterogeneous stakeholders, explaining how these relational practices influence stakeholder heterogeneity, and identifying unintended impacts of stakeholder engagement.
{"title":"The Engagement and Disengagement of Heterogeneous Stakeholders: A Relational Practice Perspective on Strategy Development","authors":"Verena Bader, Anna-Lisa Schneider, Stephan Kaiser, Georg Loscher","doi":"10.1177/00076503241271295","DOIUrl":"https://doi.org/10.1177/00076503241271295","url":null,"abstract":"In this article, we underscore the importance of stakeholder relationships for research on stakeholder engagement. We do so by integrating a practice-based understanding with the relational view. Based on a revealing case study of a civic engagement process in a large German city, we develop a conceptual framework that explains how relational practices shape stakeholder engagement. We identify three relational practices (i.e., connecting, facilitating, and containing) and their associated outcomes (i.e., implication, solidarization, and distinction), as well as effects on stakeholder heterogeneity. Our findings contribute to the relational view on stakeholder engagement by providing insights into practices that shape relationships between heterogeneous stakeholders, explaining how these relational practices influence stakeholder heterogeneity, and identifying unintended impacts of stakeholder engagement.","PeriodicalId":48193,"journal":{"name":"Business & Society","volume":"1 1","pages":""},"PeriodicalIF":7.0,"publicationDate":"2024-09-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142250242","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-09-14DOI: 10.1177/00076503241271180
Lisa Jones Christensen, Elizabeth Embry, Arielle Badger Newman, Paul C. Godfrey
Data reveal that the physical effects of trauma exposure increasingly surface in business, social, and other settings. Exposure to trauma at any point in life can cause employee health concerns, yet many firms do not acknowledge or address this. Herein, we combine trauma theory with human capital theory to explain how manifestations of trauma exposure— hyperarousal, intrusion, and constriction—impact employee health and performance. This article outlines how each manifestation affects human capital deployment, and thus employee performance. It further demonstrates how these human capital deployment issues have individual- and unit-level performance implications. This article offers a theory linking health effects of trauma to performance outcomes at work. It suggests how managerial awareness of trauma manifestations is a necessary step toward workplaces becoming supportive or healing. Our model offers new explanations related to why some individuals behave as they do at work and connects trauma to employee behavior and value creation.
{"title":"If the Body Keeps the Score, What Happens When You Bring the Body to Work? Exploring the Health Effects of Trauma on Human Capital","authors":"Lisa Jones Christensen, Elizabeth Embry, Arielle Badger Newman, Paul C. Godfrey","doi":"10.1177/00076503241271180","DOIUrl":"https://doi.org/10.1177/00076503241271180","url":null,"abstract":"Data reveal that the physical effects of trauma exposure increasingly surface in business, social, and other settings. Exposure to trauma at any point in life can cause employee health concerns, yet many firms do not acknowledge or address this. Herein, we combine trauma theory with human capital theory to explain how manifestations of trauma exposure— hyperarousal, intrusion, and constriction—impact employee health and performance. This article outlines how each manifestation affects human capital deployment, and thus employee performance. It further demonstrates how these human capital deployment issues have individual- and unit-level performance implications. This article offers a theory linking health effects of trauma to performance outcomes at work. It suggests how managerial awareness of trauma manifestations is a necessary step toward workplaces becoming supportive or healing. Our model offers new explanations related to why some individuals behave as they do at work and connects trauma to employee behavior and value creation.","PeriodicalId":48193,"journal":{"name":"Business & Society","volume":"49 1","pages":""},"PeriodicalIF":7.0,"publicationDate":"2024-09-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142250243","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-09-14DOI: 10.1177/00076503241271255
Simone Mariconda, Marta Pizzetti, Michael Etter, Patrick Haack
The volume of fake news in the digital media landscape is increasing, creating a new threat to organizations’ reputations. At the same time, individuals are more aware of the existence of fake news. It thus remains unclear how fake news affects evaluators’ reputation judgments. In this article, we draw on the distinction between first-order judgments (i.e., an individual evaluator’s reputation judgment) and second-order judgments (i.e., an individual evaluator’s belief about the reputation judgments of other evaluators). We integrate this distinction with insights from communication research and social psychology to theorize how fake news affects reputation judgments and behavioral intentions. Through three experimental studies, we show that the negative effect of fake news is larger for second-order reputation judgments and that this effect is greater for organizations with a positive reputation. Furthermore, our results indicate that although fake news has a smaller effect on first-order judgments, the latter adapt to second-order judgments and thereby affect behavioral intentions. This article contributes, first, to the micro-cognitive perspective on reputation formation by taking the first step in developing a comprehensive understanding of the intricate impact of fake news on reputation and behavioral intentions. Second, this article contributes to our understanding of the role of a good prior reputation as a buffer or a burden.
{"title":"Fooling Them, Not Me? How Fake News Affects Evaluators’ Reputation Judgments and Behavioral Intentions","authors":"Simone Mariconda, Marta Pizzetti, Michael Etter, Patrick Haack","doi":"10.1177/00076503241271255","DOIUrl":"https://doi.org/10.1177/00076503241271255","url":null,"abstract":"The volume of fake news in the digital media landscape is increasing, creating a new threat to organizations’ reputations. At the same time, individuals are more aware of the existence of fake news. It thus remains unclear how fake news affects evaluators’ reputation judgments. In this article, we draw on the distinction between first-order judgments (i.e., an individual evaluator’s reputation judgment) and second-order judgments (i.e., an individual evaluator’s belief about the reputation judgments of other evaluators). We integrate this distinction with insights from communication research and social psychology to theorize how fake news affects reputation judgments and behavioral intentions. Through three experimental studies, we show that the negative effect of fake news is larger for second-order reputation judgments and that this effect is greater for organizations with a positive reputation. Furthermore, our results indicate that although fake news has a smaller effect on first-order judgments, the latter adapt to second-order judgments and thereby affect behavioral intentions. This article contributes, first, to the micro-cognitive perspective on reputation formation by taking the first step in developing a comprehensive understanding of the intricate impact of fake news on reputation and behavioral intentions. Second, this article contributes to our understanding of the role of a good prior reputation as a buffer or a burden.","PeriodicalId":48193,"journal":{"name":"Business & Society","volume":"10 1","pages":""},"PeriodicalIF":7.0,"publicationDate":"2024-09-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142250246","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-09-14DOI: 10.1177/00076503241271298
Mahak Nagpal, David De Cremer, Alain Van Hiel
Technology plays an important role in business and society. This has resulted in the belief that technology is in a unique position to solve organizational and societal problems. However, technology is not regarded as equally impactful by all. To explore these differences, we designed a technosolutionism scale to measure the extent to which individuals deem technological solutions to be better-suited to address organizational and societal problems. In Studies 1a and 1b, exploratory and confirmatory analyses indicated two reliable factors: (1) near-term and (2) long-term focused technosolutionism. Study 2 confirmed the scale’s convergent and discriminant validity. Next, we tested the predictive validity of the technosolutionism scale. We argue that a propensity to consider intelligent technologies as being able to provide solutions should also predict preferences in areas where technological solutions are being considered in response to organizational issues. Studies 3 and 4 demonstrate that the technosolutionism scale relates to preferences for a robot over a human in job replacement decisions and preferences for artificial intelligence managers over human managers in managerial decision-making tasks, respectively. This is an important finding as current research indicates that people are generally against being replaced or being managed by intelligent technologies, whereas our findings indicate that this preference flips when it comes to those with a higher propensity for technosolutionism. Our technosolutionism scale can be used to gauge the extent to which individuals believe that technology is uniquely placed to solve problems, such that they opt for intelligent technological solutions over and above other (human) solutions.
{"title":"Is Technology Uniquely Placed to Solve Our Problems? An Examination Into Technosolutionism, What It Entails and What It Predicts","authors":"Mahak Nagpal, David De Cremer, Alain Van Hiel","doi":"10.1177/00076503241271298","DOIUrl":"https://doi.org/10.1177/00076503241271298","url":null,"abstract":"Technology plays an important role in business and society. This has resulted in the belief that technology is in a unique position to solve organizational and societal problems. However, technology is not regarded as equally impactful by all. To explore these differences, we designed a technosolutionism scale to measure the extent to which individuals deem technological solutions to be better-suited to address organizational and societal problems. In Studies 1a and 1b, exploratory and confirmatory analyses indicated two reliable factors: (1) near-term and (2) long-term focused technosolutionism. Study 2 confirmed the scale’s convergent and discriminant validity. Next, we tested the predictive validity of the technosolutionism scale. We argue that a propensity to consider intelligent technologies as being able to provide solutions should also predict preferences in areas where technological solutions are being considered in response to organizational issues. Studies 3 and 4 demonstrate that the technosolutionism scale relates to preferences for a robot over a human in job replacement decisions and preferences for artificial intelligence managers over human managers in managerial decision-making tasks, respectively. This is an important finding as current research indicates that people are generally against being replaced or being managed by intelligent technologies, whereas our findings indicate that this preference flips when it comes to those with a higher propensity for technosolutionism. Our technosolutionism scale can be used to gauge the extent to which individuals believe that technology is uniquely placed to solve problems, such that they opt for intelligent technological solutions over and above other (human) solutions.","PeriodicalId":48193,"journal":{"name":"Business & Society","volume":"38 1","pages":""},"PeriodicalIF":7.0,"publicationDate":"2024-09-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142250241","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-09-14DOI: 10.1177/00076503241271965
Manuela Priesemuth, Bailey Bigelow, Michael A. Johnson
Do abusive supervisors benefit from their own harmful behaviors, or do they experience the same repercussions as their victims do? This article extends a growing stream of research that aims to understand how bad actors process their own negative actions, when they are most impacted by their adverse behaviors, and how their job performance is influenced as a result. We ground this research in a moral emotions perspective to suggest that enacted abusive supervision elicits prominent moral responses (i.e., shame or guilt), which subsequently influence the supervisor’s own work conduct. Specifically, we suggest that feelings of guilt will prompt an abusive boss to compensate for their negative behaviors by increasing performance efforts, whereas supervisors with feelings of shame will withdraw and exhibit lower work performance. Multiple mediation results from Study 1 revealed that abusive supervisors predominantly experience shame and, in turn, reduced performance. In Study 2, we expand on these findings by considering the moderating role of supervisor core self-evaluations (CSE). We find that the negative relationship between enacted abuse and supervisor performance (through shame) is exacerbated when managers possess a fragile sense of self (i.e., low CSE). Overall, the current article adds to the argument that abusive supervisors do not profit from their own negative behaviors and that they, too, suffer performance setbacks.
{"title":"Bad Guys Finish First? A Moral Emotional Perspective of Job Performance Outcomes for Abusive Supervisors","authors":"Manuela Priesemuth, Bailey Bigelow, Michael A. Johnson","doi":"10.1177/00076503241271965","DOIUrl":"https://doi.org/10.1177/00076503241271965","url":null,"abstract":"Do abusive supervisors benefit from their own harmful behaviors, or do they experience the same repercussions as their victims do? This article extends a growing stream of research that aims to understand how bad actors process their own negative actions, when they are most impacted by their adverse behaviors, and how their job performance is influenced as a result. We ground this research in a moral emotions perspective to suggest that enacted abusive supervision elicits prominent moral responses (i.e., shame or guilt), which subsequently influence the supervisor’s own work conduct. Specifically, we suggest that feelings of guilt will prompt an abusive boss to compensate for their negative behaviors by increasing performance efforts, whereas supervisors with feelings of shame will withdraw and exhibit lower work performance. Multiple mediation results from Study 1 revealed that abusive supervisors predominantly experience shame and, in turn, reduced performance. In Study 2, we expand on these findings by considering the moderating role of supervisor core self-evaluations (CSE). We find that the negative relationship between enacted abuse and supervisor performance (through shame) is exacerbated when managers possess a fragile sense of self (i.e., low CSE). Overall, the current article adds to the argument that abusive supervisors do not profit from their own negative behaviors and that they, too, suffer performance setbacks.","PeriodicalId":48193,"journal":{"name":"Business & Society","volume":"14 1","pages":""},"PeriodicalIF":7.0,"publicationDate":"2024-09-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142250244","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-08-28DOI: 10.1177/00076503241274051
Longwei Tian, Xinran Wang, Jun Xia, Yuan Li
Although a tainted outside director’s social status may serve as a buffer against devaluation owing to an affiliate firm’s corporate financial misconduct, the extent of this buffer effect is unclear. We propose a threshold approach by introducing the expectancy violation perspective, which generates a theoretical tension from the network-embeddedness perspective, to clarify the following question: From which perspective does the buffer effect of social status become more salient? Specifically, we propose an inverted U–shaped relationship between the directors’ social status and the departure of tainted outside directors from host firms. We theorize that when directors’ social status exceeds a certain threshold, the network-embeddedness perspective is more dominant than the expectancy violation perspective. Moreover, a host firm’s external stakeholder attention and board social status moderate the inverted-U effect such that its turning point shifts to the right because such contingencies increase the threshold for the buffer. Using a sample of tainted outside directors penalized for associated firms’ financial misconduct, we find evidence that supports our predictions. Our study helps clarify the boundary between the competing theoretical perspectives of expectancy violation and network embeddedness to explain the phenomenon of tainted director departure.
尽管有污点的外部董事的社会地位可能会对关联公司的公司财务不当行为造成的贬值起到缓冲作用，但这种缓冲作用的程度尚不明确。我们提出了一种阈值方法，即引入与网络嵌入性观点产生理论张力的预期违约观点，以澄清以下问题：从哪个角度看，社会地位的缓冲效应更突出？具体而言，我们提出了董事社会地位与污点外部董事离开东道公司之间的倒 U 型关系。我们的理论是，当董事的社会地位超过一定临界值时，网络嵌入性视角比预期违规视角更占优势。此外，东道公司外部利益相关者的关注度和董事会的社会地位会缓和倒 U 型效应，使其转折点向右移动，因为这些偶然因素会提高缓冲的阈值。利用因关联公司财务不当行为而受罚的污点外部董事样本，我们发现了支持我们预测的证据。我们的研究有助于澄清预期违约与网络嵌入这两种理论观点之间的界限，从而解释污点董事离职现象。
{"title":"Departures of Tainted Outside Directors: A Threshold Approach From Two Competing Theoretical Perspectives","authors":"Longwei Tian, Xinran Wang, Jun Xia, Yuan Li","doi":"10.1177/00076503241274051","DOIUrl":"https://doi.org/10.1177/00076503241274051","url":null,"abstract":"Although a tainted outside director’s social status may serve as a buffer against devaluation owing to an affiliate firm’s corporate financial misconduct, the extent of this buffer effect is unclear. We propose a threshold approach by introducing the expectancy violation perspective, which generates a theoretical tension from the network-embeddedness perspective, to clarify the following question: From which perspective does the buffer effect of social status become more salient? Specifically, we propose an inverted U–shaped relationship between the directors’ social status and the departure of tainted outside directors from host firms. We theorize that when directors’ social status exceeds a certain threshold, the network-embeddedness perspective is more dominant than the expectancy violation perspective. Moreover, a host firm’s external stakeholder attention and board social status moderate the inverted-U effect such that its turning point shifts to the right because such contingencies increase the threshold for the buffer. Using a sample of tainted outside directors penalized for associated firms’ financial misconduct, we find evidence that supports our predictions. Our study helps clarify the boundary between the competing theoretical perspectives of expectancy violation and network embeddedness to explain the phenomenon of tainted director departure.","PeriodicalId":48193,"journal":{"name":"Business & Society","volume":"33 1","pages":""},"PeriodicalIF":7.0,"publicationDate":"2024-08-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142205756","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-08-28DOI: 10.1177/00076503241271277
Michaela Hausdorf, Jana-Michaela Timm
Scholars are increasingly exploring community-supported businesses (CSBs) as promising alternatives to conventional ones. However, researchers are so far overlooking that CSBs vary in their underlying business models, that is, how they propose, create, and capture value. We apply a multi-staged qualitative research process to carve out the differences between community-supported business models (CSBMs) that exist in practice. Our research shows that transactional and relational CSBMs differ in how they propose, create, and capture value which, in turn, has implications for the resources required to thrive.
{"title":"Relational or Transactional? The Importance of Distinguishing Two Types of Community-Supported Business Models","authors":"Michaela Hausdorf, Jana-Michaela Timm","doi":"10.1177/00076503241271277","DOIUrl":"https://doi.org/10.1177/00076503241271277","url":null,"abstract":"Scholars are increasingly exploring community-supported businesses (CSBs) as promising alternatives to conventional ones. However, researchers are so far overlooking that CSBs vary in their underlying business models, that is, how they propose, create, and capture value. We apply a multi-staged qualitative research process to carve out the differences between community-supported business models (CSBMs) that exist in practice. Our research shows that transactional and relational CSBMs differ in how they propose, create, and capture value which, in turn, has implications for the resources required to thrive.","PeriodicalId":48193,"journal":{"name":"Business & Society","volume":"1 1","pages":""},"PeriodicalIF":7.0,"publicationDate":"2024-08-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142205751","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"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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