Katy Mason, Lisa Anderson, Kate Black, Ashley Roberts
Management Learning Education (MLE) research and curriculum and pedagogy innovation are urgently needed to lead our world out of crisis. If we are to take responsibility for educating future leaders of business, third- and public-sector organizations with the skills, competences and knowledge to deliver sustainable futures for the planet and people, then pedagogy cannot be a dirty word. In this essay, we consider the state we're in by looking at the juncture of [climate] crisis, with the lack of investment in MLE research and innovation, and management education market misfires – which together, constitute MLE as undervalued, underfunded and underdeveloped. We discuss advances in MLE theory to reveal a missing middle of understanding, namely between meta theories of pedagogic philosophies and values and infra theories of programme, course and project insights, as we work toward developing ‘responsible’ and ‘civic’ management schools. Drawing on our own experience as researchers, educators and pedagogy developers, and as past and present vice-chairs of the Management Knowledge and Education initiative at the British Academy of Management, we call for investments in supporting infrastructures to accelerate MLE and curriculum and pedagogy innovation, implicating learned societies, governments and higher education institutions.
{"title":"A Shout-out for the Value of Management Education Research: ‘Pedagogy is not a Dirty Word’","authors":"Katy Mason, Lisa Anderson, Kate Black, Ashley Roberts","doi":"10.1111/1467-8551.12805","DOIUrl":"10.1111/1467-8551.12805","url":null,"abstract":"<p>Management Learning Education (MLE) research and curriculum and pedagogy innovation are urgently needed to lead our world out of crisis. If we are to take responsibility for educating future leaders of business, third- and public-sector organizations with the skills, competences and knowledge to deliver sustainable futures for the planet and people, then pedagogy cannot be a <i>dirty word</i>. In this essay, we consider <i>the state we're in</i> by looking at the juncture of <i>[climate] crisis</i>, with the lack of <i>investment in MLE research and innovation</i>, and <i>management education market misfires –</i> which together, constitute MLE as undervalued, underfunded and underdeveloped. We discuss advances in MLE theory to reveal a <i>missing middle</i> of understanding, namely between meta theories of pedagogic philosophies and values and infra theories of programme, course and project insights, as we work toward developing ‘responsible’ and ‘civic’ management schools. Drawing on our own experience as researchers, educators and pedagogy developers, and as past and present vice-chairs of the Management Knowledge and Education initiative at the British Academy of Management, we call for investments in supporting infrastructures to accelerate MLE and curriculum and pedagogy innovation, implicating learned societies, governments and higher education institutions.</p>","PeriodicalId":48342,"journal":{"name":"British Journal of Management","volume":null,"pages":null},"PeriodicalIF":5.6,"publicationDate":"2024-02-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/1467-8551.12805","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139910577","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Sports doping is a practice that continues, despite hostile public opinion and counter-efforts to close it down. In this paper we explore the maintenance of doping in the sport of professional road cycling. While studies of controversial practices find that they often benefit from levels of acceptance and even perceived value, we supplement such research by providing one of the few studies of practices that are subject to powerful social controls. In our case, the continual threat from anti-doping organizations means that the maintenance and disruption of doping represents a kind of dialectical pair. We utilize and extend a model of types of institutional work that has advantages as an analytical tool, exploring the support required in this setting. Sustaining work was highly dynamic, relying on distinct groups within cycling teams to marshal organizational skills and cope with disruption, while repairing internal defences and concealing activities.
{"title":"Maintaining an Aberrant Practice in a Contradictory Environment: The Case of Doping in Professional Road Cycling","authors":"Tom Forbes, Robin Fincham","doi":"10.1111/1467-8551.12802","DOIUrl":"https://doi.org/10.1111/1467-8551.12802","url":null,"abstract":"Sports doping is a practice that continues, despite hostile public opinion and counter-efforts to close it down. In this paper we explore the maintenance of doping in the sport of professional road cycling. While studies of controversial practices find that they often benefit from levels of acceptance and even perceived value, we supplement such research by providing one of the few studies of practices that are subject to powerful social controls. In our case, the continual threat from anti-doping organizations means that the maintenance and disruption of doping represents a kind of dialectical pair. We utilize and extend a model of types of institutional work that has advantages as an analytical tool, exploring the support required in this setting. Sustaining work was highly dynamic, relying on distinct groups within cycling teams to marshal organizational skills and cope with disruption, while repairing internal defences and concealing activities.","PeriodicalId":48342,"journal":{"name":"British Journal of Management","volume":null,"pages":null},"PeriodicalIF":5.6,"publicationDate":"2024-02-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139762643","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Venture capital firms (VCs) provide certification and monitoring services to the initial public offering (IPO) companies they finance, as has been well documented in the academic literature. Yet, there are few studies that explore what role – if any – VCs play when an IPO company is subsequently acquired, particularly if that acquisition is legally contested. Using a sample of 721 merger and acquisition (M&A) offers for US VC-backed IPO companies, announced between 1996 and 2018, we find that a takeover bid that occurs in the presence of the lead VC commands a higher target firm valuation and is less likely to be legally contested than a bid for a company from which the lead VC has already exited. In addition, companies in which the lead VC is present enjoy higher stock-price returns in response to M&A announcements. Our results provide new evidence regarding VC certification and monitoring – including its role as a litigation deterrent – long after the IPO.
{"title":"Post-IPO lead venture capital firm involvement, merger-related litigation and target firm valuation","authors":"Anup Basnet, Thomas Walker","doi":"10.1111/1467-8551.12803","DOIUrl":"https://doi.org/10.1111/1467-8551.12803","url":null,"abstract":"Venture capital firms (VCs) provide certification and monitoring services to the initial public offering (IPO) companies they finance, as has been well documented in the academic literature. Yet, there are few studies that explore what role – if any – VCs play when an IPO company is subsequently acquired, particularly if that acquisition is legally contested. Using a sample of 721 merger and acquisition (M&A) offers for US VC-backed IPO companies, announced between 1996 and 2018, we find that a takeover bid that occurs in the presence of the lead VC commands a higher target firm valuation and is less likely to be legally contested than a bid for a company from which the lead VC has already exited. In addition, companies in which the lead VC is present enjoy higher stock-price returns in response to M&A announcements. Our results provide new evidence regarding VC certification and monitoring – including its role as a litigation deterrent – long after the IPO.","PeriodicalId":48342,"journal":{"name":"British Journal of Management","volume":null,"pages":null},"PeriodicalIF":5.6,"publicationDate":"2024-02-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139762543","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
This paper contributes to the literature on political corporate social responsibility (PCSR) by considering the forward-looking, political responsibilities of corporations in relation to structural injustice, based on a critical engagement with Iris Marion Young's Social Connection Model (SCM) of responsibility. Although Young's SCM serves as a key reference point in the PCSR literature, engagement with her work tends to be superficial and lacks critical engagement. By offering a more developed engagement with Young's SCM, this paper addresses several themes that have been highlighted as being insufficiently developed in the PCSR literature. In particular, this paper considers (i) the grounds for corporate political responsibility in relation to structural injustice rather than globalization; (ii) the scope of corporate political responsibilities vis-à-vis other actors; and (iii) the role of power in relation to deliberative processes and in relation to scope.
{"title":"Forward-Looking Responsibility and Political Corporate Social Responsibility","authors":"John Ferguson","doi":"10.1111/1467-8551.12801","DOIUrl":"10.1111/1467-8551.12801","url":null,"abstract":"<p>This paper contributes to the literature on political corporate social responsibility (PCSR) by considering the forward-looking, political responsibilities of corporations in relation to structural injustice, based on a critical engagement with Iris Marion Young's Social Connection Model (SCM) of responsibility. Although Young's SCM serves as a key reference point in the PCSR literature, engagement with her work tends to be superficial and lacks critical engagement. By offering a more developed engagement with Young's SCM, this paper addresses several themes that have been highlighted as being insufficiently developed in the PCSR literature. In particular, this paper considers (i) the <i>grounds</i> for corporate political responsibility in relation to structural injustice rather than globalization; (ii) the <i>scope</i> of corporate political responsibilities vis-à-vis other actors; and (iii) the role of <i>power</i> in relation to deliberative processes and in relation to scope.</p>","PeriodicalId":48342,"journal":{"name":"British Journal of Management","volume":null,"pages":null},"PeriodicalIF":4.5,"publicationDate":"2024-02-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/1467-8551.12801","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139762550","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Yeyao Ren, Julie Juan Li, Wenhong Zhao, Liang Zhang
The ability of organizations to remain resilient in the face of supply chain disruptions has been severely tested due to their increased frequency and impact. This study leverages the adaptive cycle framework to investigate the intricate dynamics between supply concentration and organizational resilience. We unveil a paradox where, up to a critical threshold, supply concentration fortifies resilience through tight‐knit buyer–supplier relationships and a bolstered resource base. Yet, surpassing this tipping point precipitates a rigidity trap, eroding the resilience fabric of organizations. Additionally, we scrutinize the nuanced roles of three dimensions of entrepreneurial orientation – proactiveness, innovativeness and risk‐taking – in shaping this complex interplay. We test our hypotheses using both secondary and primary data collected from Chinese firms, employing ordinary least‐squares regression and survival analysis. The results show that an inverted U‐shaped relationship emerges between supply concentration and organizational resilience. Furthermore, our research generally confirms the conjectured moderating influences of entrepreneurial orientation dimensions, enriching our understanding of how they calibrate the balance between concentration benefits and vulnerabilities. This study offers a new perspective on the implications of supply concentration for organizational resilience and contributes to the intersection of supply chain management, organizational resilience and entrepreneurship.
由于供应链中断的频率和影响不断增加,组织在供应链中断面前保持复原力的能力受到了严峻考验。本研究利用适应性循环框架来研究供应集中与组织复原力之间错综复杂的动态关系。我们揭示了一个悖论,即在达到临界点之前,供应集中会通过紧密的买方-供应商关系和强化的资源基础来加强复原力。然而,一旦超过这个临界点,就会出现僵化陷阱,侵蚀组织的复原力结构。此外,我们还仔细研究了创业导向的三个维度--主动性、创新性和冒险性--在形成这种复杂的相互作用中的微妙作用。我们利用从中国企业收集到的二手数据和一手数据,采用普通最小二乘法回归和生存分析来验证我们的假设。结果表明,供应集中度与组织复原力之间存在倒 U 型关系。此外,我们的研究总体上证实了创业导向维度的调节作用,丰富了我们对创业导向维度如何校准集中效益与脆弱性之间平衡的理解。本研究为供应集中对组织复原力的影响提供了一个新视角,并为供应链管理、组织复原力和创业精神的交叉研究做出了贡献。
{"title":"The Delicate Equilibrium: Unveiling the Curvilinear Nexus Between Supply Concentration and Organizational Resilience","authors":"Yeyao Ren, Julie Juan Li, Wenhong Zhao, Liang Zhang","doi":"10.1111/1467-8551.12800","DOIUrl":"https://doi.org/10.1111/1467-8551.12800","url":null,"abstract":"The ability of organizations to remain resilient in the face of supply chain disruptions has been severely tested due to their increased frequency and impact. This study leverages the adaptive cycle framework to investigate the intricate dynamics between supply concentration and organizational resilience. We unveil a paradox where, up to a critical threshold, supply concentration fortifies resilience through tight‐knit buyer–supplier relationships and a bolstered resource base. Yet, surpassing this tipping point precipitates a rigidity trap, eroding the resilience fabric of organizations. Additionally, we scrutinize the nuanced roles of three dimensions of entrepreneurial orientation – proactiveness, innovativeness and risk‐taking – in shaping this complex interplay. We test our hypotheses using both secondary and primary data collected from Chinese firms, employing ordinary least‐squares regression and survival analysis. The results show that an inverted U‐shaped relationship emerges between supply concentration and organizational resilience. Furthermore, our research generally confirms the conjectured moderating influences of entrepreneurial orientation dimensions, enriching our understanding of how they calibrate the balance between concentration benefits and vulnerabilities. This study offers a new perspective on the implications of supply concentration for organizational resilience and contributes to the intersection of supply chain management, organizational resilience and entrepreneurship.","PeriodicalId":48342,"journal":{"name":"British Journal of Management","volume":null,"pages":null},"PeriodicalIF":5.6,"publicationDate":"2024-02-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139865782","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Yeyao Ren, Julie Juan Li, Wenhong Zhao, Liang Zhang
The ability of organizations to remain resilient in the face of supply chain disruptions has been severely tested due to their increased frequency and impact. This study leverages the adaptive cycle framework to investigate the intricate dynamics between supply concentration and organizational resilience. We unveil a paradox where, up to a critical threshold, supply concentration fortifies resilience through tight‐knit buyer–supplier relationships and a bolstered resource base. Yet, surpassing this tipping point precipitates a rigidity trap, eroding the resilience fabric of organizations. Additionally, we scrutinize the nuanced roles of three dimensions of entrepreneurial orientation – proactiveness, innovativeness and risk‐taking – in shaping this complex interplay. We test our hypotheses using both secondary and primary data collected from Chinese firms, employing ordinary least‐squares regression and survival analysis. The results show that an inverted U‐shaped relationship emerges between supply concentration and organizational resilience. Furthermore, our research generally confirms the conjectured moderating influences of entrepreneurial orientation dimensions, enriching our understanding of how they calibrate the balance between concentration benefits and vulnerabilities. This study offers a new perspective on the implications of supply concentration for organizational resilience and contributes to the intersection of supply chain management, organizational resilience and entrepreneurship.
由于供应链中断的频率和影响不断增加,组织在供应链中断面前保持复原力的能力受到了严峻考验。本研究利用适应性循环框架来研究供应集中与组织复原力之间错综复杂的动态关系。我们揭示了一个悖论,即在达到临界点之前,供应集中会通过紧密的买方-供应商关系和强化的资源基础来加强复原力。然而,一旦超过这个临界点,就会出现僵化陷阱,侵蚀组织的复原力结构。此外,我们还仔细研究了创业导向的三个维度--主动性、创新性和冒险性--在形成这种复杂的相互作用中的微妙作用。我们利用从中国企业收集到的二手数据和一手数据,采用普通最小二乘法回归和生存分析来验证我们的假设。结果表明,供应集中度与组织复原力之间存在倒 U 型关系。此外,我们的研究总体上证实了创业导向维度的调节作用,丰富了我们对创业导向维度如何校准集中效益与脆弱性之间平衡的理解。本研究为供应集中对组织复原力的影响提供了一个新视角,并为供应链管理、组织复原力和创业精神的交叉研究做出了贡献。
{"title":"The Delicate Equilibrium: Unveiling the Curvilinear Nexus Between Supply Concentration and Organizational Resilience","authors":"Yeyao Ren, Julie Juan Li, Wenhong Zhao, Liang Zhang","doi":"10.1111/1467-8551.12800","DOIUrl":"https://doi.org/10.1111/1467-8551.12800","url":null,"abstract":"The ability of organizations to remain resilient in the face of supply chain disruptions has been severely tested due to their increased frequency and impact. This study leverages the adaptive cycle framework to investigate the intricate dynamics between supply concentration and organizational resilience. We unveil a paradox where, up to a critical threshold, supply concentration fortifies resilience through tight‐knit buyer–supplier relationships and a bolstered resource base. Yet, surpassing this tipping point precipitates a rigidity trap, eroding the resilience fabric of organizations. Additionally, we scrutinize the nuanced roles of three dimensions of entrepreneurial orientation – proactiveness, innovativeness and risk‐taking – in shaping this complex interplay. We test our hypotheses using both secondary and primary data collected from Chinese firms, employing ordinary least‐squares regression and survival analysis. The results show that an inverted U‐shaped relationship emerges between supply concentration and organizational resilience. Furthermore, our research generally confirms the conjectured moderating influences of entrepreneurial orientation dimensions, enriching our understanding of how they calibrate the balance between concentration benefits and vulnerabilities. This study offers a new perspective on the implications of supply concentration for organizational resilience and contributes to the intersection of supply chain management, organizational resilience and entrepreneurship.","PeriodicalId":48342,"journal":{"name":"British Journal of Management","volume":null,"pages":null},"PeriodicalIF":5.6,"publicationDate":"2024-02-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139806193","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Nisreen Ameen, S. Tarba, J. Cheah, Senmao Xia, Gagan Deep Sharma
Creativity is key for organizations’ ability to remain relevant in today's disruptive world. In this paper, we identify new ways in which organizations can use artificial intelligence (AI) more effectively for creativity. Drawing on the resource‐based view as a background mechanism, we developed and empirically tested a new integrative model. We collected the research data via a large survey of managers distributed to 600 organizations in China. Our findings show that coupling AI capability with strategic agility can directly support creativity. It also mediates the effects of ambidexterity, customer orientation and competitor orientation on organizations’ creativity and performance when developing new products and services. In addition, our findings show that coupling AI capability and strategic agility can significantly improve firms’ new product creativity and new service development performance when there is a high level of government institutional support. Our findings provide theoretical and practical implications for academics and practitioners interested in managing AI for organizational creativity.
{"title":"Coupling Artificial Intelligence Capability and Strategic Agility for Enhanced Product and Service Creativity","authors":"Nisreen Ameen, S. Tarba, J. Cheah, Senmao Xia, Gagan Deep Sharma","doi":"10.1111/1467-8551.12797","DOIUrl":"https://doi.org/10.1111/1467-8551.12797","url":null,"abstract":"Creativity is key for organizations’ ability to remain relevant in today's disruptive world. In this paper, we identify new ways in which organizations can use artificial intelligence (AI) more effectively for creativity. Drawing on the resource‐based view as a background mechanism, we developed and empirically tested a new integrative model. We collected the research data via a large survey of managers distributed to 600 organizations in China. Our findings show that coupling AI capability with strategic agility can directly support creativity. It also mediates the effects of ambidexterity, customer orientation and competitor orientation on organizations’ creativity and performance when developing new products and services. In addition, our findings show that coupling AI capability and strategic agility can significantly improve firms’ new product creativity and new service development performance when there is a high level of government institutional support. Our findings provide theoretical and practical implications for academics and practitioners interested in managing AI for organizational creativity.","PeriodicalId":48342,"journal":{"name":"British Journal of Management","volume":null,"pages":null},"PeriodicalIF":5.6,"publicationDate":"2024-02-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139807086","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Nisreen Ameen, S. Tarba, J. Cheah, Senmao Xia, Gagan Deep Sharma
Creativity is key for organizations’ ability to remain relevant in today's disruptive world. In this paper, we identify new ways in which organizations can use artificial intelligence (AI) more effectively for creativity. Drawing on the resource‐based view as a background mechanism, we developed and empirically tested a new integrative model. We collected the research data via a large survey of managers distributed to 600 organizations in China. Our findings show that coupling AI capability with strategic agility can directly support creativity. It also mediates the effects of ambidexterity, customer orientation and competitor orientation on organizations’ creativity and performance when developing new products and services. In addition, our findings show that coupling AI capability and strategic agility can significantly improve firms’ new product creativity and new service development performance when there is a high level of government institutional support. Our findings provide theoretical and practical implications for academics and practitioners interested in managing AI for organizational creativity.
{"title":"Coupling Artificial Intelligence Capability and Strategic Agility for Enhanced Product and Service Creativity","authors":"Nisreen Ameen, S. Tarba, J. Cheah, Senmao Xia, Gagan Deep Sharma","doi":"10.1111/1467-8551.12797","DOIUrl":"https://doi.org/10.1111/1467-8551.12797","url":null,"abstract":"Creativity is key for organizations’ ability to remain relevant in today's disruptive world. In this paper, we identify new ways in which organizations can use artificial intelligence (AI) more effectively for creativity. Drawing on the resource‐based view as a background mechanism, we developed and empirically tested a new integrative model. We collected the research data via a large survey of managers distributed to 600 organizations in China. Our findings show that coupling AI capability with strategic agility can directly support creativity. It also mediates the effects of ambidexterity, customer orientation and competitor orientation on organizations’ creativity and performance when developing new products and services. In addition, our findings show that coupling AI capability and strategic agility can significantly improve firms’ new product creativity and new service development performance when there is a high level of government institutional support. Our findings provide theoretical and practical implications for academics and practitioners interested in managing AI for organizational creativity.","PeriodicalId":48342,"journal":{"name":"British Journal of Management","volume":null,"pages":null},"PeriodicalIF":5.6,"publicationDate":"2024-02-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139866842","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Business and human rights (BHR) scholarship examines the role of business in human rights violations as well as business responsibilities to respect human rights and to provide remedy where needed. BHR scholarship has been thriving over the last several decades, but it is at a turning point that begs for increased cross-disciplinary exchange. We argue that dealing systematically and explicitly with a human rights perspective in management and organization studies provides BHR scholarship with a new impetus as well as with alternative perspectives on how to understand and further advance human rights obligations on businesses. We advance two BHR conceptualizations that will provide guidance for integrating human rights in management with organization studies research and thereby enlarge the cross-disciplinary conversation on BHR: BHR as Global Governance and BHR as Sensemaking. This paper expands existing management and organization studies constructs, invites management and organization studies scholars to provide their insights into this important research domain, and discusses the implications of human rights for the firm.
{"title":"The Importance of Human Rights for Management and Organization Studies","authors":"Judith Schrempf-Stirling, Harry J. Van Buren III","doi":"10.1111/1467-8551.12799","DOIUrl":"10.1111/1467-8551.12799","url":null,"abstract":"<p>Business and human rights (BHR) scholarship examines the role of business in human rights violations as well as business responsibilities to respect human rights and to provide remedy where needed. BHR scholarship has been thriving over the last several decades, but it is at a turning point that begs for increased cross-disciplinary exchange. We argue that dealing systematically and explicitly with a human rights perspective in management and organization studies provides BHR scholarship with a new impetus as well as with alternative perspectives on how to understand and further advance human rights obligations on businesses. We advance two BHR conceptualizations that will provide guidance for integrating human rights in management with organization studies research and thereby enlarge the cross-disciplinary conversation on BHR: BHR as Global Governance and BHR as Sensemaking. This paper expands existing management and organization studies constructs, invites management and organization studies scholars to provide their insights into this important research domain, and discusses the implications of human rights for the firm.</p>","PeriodicalId":48342,"journal":{"name":"British Journal of Management","volume":null,"pages":null},"PeriodicalIF":4.5,"publicationDate":"2024-02-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/1467-8551.12799","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139679887","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
While corporate social responsibility (CSR) research is now impressively broad, we identify fresh opportunities at the intersection of feminist and critical analysis to reframe this field as a force for good. We focus on the epistemological grounding of CSR in its potential to understand and change how managerial activity is interpreted and influenced for progressive ends. We approach this through a reading of the debate on CSR's limited practical use, to imagine a better methodological and purposeful future for CSR. This involves a different, feminist, political and ethical stance for researchers in relation to CSR as an object, to bring CSR theory and practice into alignment in order to revive its sense of purpose as a driving organizational force for good. Our change-orientated approach is based on a reading of Judith Butler's notion of critique as praxis of values; it is politically aware, reflexive, and focused on the goal of good organization to address grand, often existential, challenges. We conclude by showing how this approach to CSR brings a more transparent way of analysing practice, requiring reflexive action on the part of those working with CSR initiatives both as practitioners and as researchers to co-produce better futures.
{"title":"Feminist Corporate Social Responsibility: Reframing CSR as a Critical Force for Good","authors":"Laura J. Spence, Scott Taylor","doi":"10.1111/1467-8551.12798","DOIUrl":"10.1111/1467-8551.12798","url":null,"abstract":"<p>While corporate social responsibility (CSR) research is now impressively broad, we identify fresh opportunities at the intersection of feminist and critical analysis to reframe this field as a force for good. We focus on the epistemological grounding of CSR in its potential to understand and change how managerial activity is interpreted and influenced for progressive ends. We approach this through a reading of the debate on CSR's limited practical use, to imagine a better methodological and purposeful future for CSR. This involves a different, feminist, political and ethical stance for researchers in relation to CSR as an object, to bring CSR theory and practice into alignment in order to revive its sense of purpose as a driving organizational force for good. Our change-orientated approach is based on a reading of Judith Butler's notion of critique as praxis of values; it is politically aware, reflexive, and focused on the goal of good organization to address grand, often existential, challenges. We conclude by showing how this approach to CSR brings a more transparent way of analysing practice, requiring reflexive action on the part of those working with CSR initiatives both as practitioners and as researchers to co-produce better futures.</p>","PeriodicalId":48342,"journal":{"name":"British Journal of Management","volume":null,"pages":null},"PeriodicalIF":4.5,"publicationDate":"2024-02-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/1467-8551.12798","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139826502","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}