The importance of cultural framing to the success of social initiatives in business

Academy of Management Executive

Volumn 17, Issue 2, 2003, Pages 70-86

  Howard Grenville, Jennifer A ^a   Hoffman, Andrew J ^a   Wirtenberg, Jeana ^b  

^a BOSTON UNIVERSITY   (United States)

^b NONE

Author keywords

[No Author keywords available]

Indexed keywords

EID: 10844289976     PISSN: 10795545     EISSN: None     Source Type: Journal    
DOI: 10.5465/ame.2003.10025199     Document Type: Review

References (63)

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2. Strannegard, L. 1998. Green ideas in business. Goteborg, Sweden: Akademisk Avhandling.
3. See Schwartz, H., & Stanley, M. 1981. Matching corporate culture and business strategy. Organizational Dynamics, 10(1): 30-49; Shrivastava, P. 1985. Integrating strategy formulation with organizational culture. The Journal of Business Strategy, 5(3): 103-112; and Tichy, N. 1982. Managing change strategically: The technical, political, and cultural keys. Organizational Dynamics, 11(2): 59-81.
4. See Schwartz, H., & Stanley, M. 1981. Matching corporate culture and business strategy. Organizational Dynamics, 10(1): 30-49; Shrivastava, P. 1985. Integrating strategy formulation with organizational culture. The Journal of Business Strategy, 5(3): 103-112; and Tichy, N. 1982. Managing change strategically: The technical, political, and cultural keys. Organizational Dynamics, 11(2): 59-81.
5. See Schwartz, H., & Stanley, M. 1981. Matching corporate culture and business strategy. Organizational Dynamics, 10(1): 30-49; Shrivastava, P. 1985. Integrating strategy formulation with organizational culture. The Journal of Business Strategy, 5(3): 103-112; and Tichy, N. 1982. Managing change strategically: The technical, political, and cultural keys. Organizational Dynamics, 11(2): 59-81.
6. Dutton, J., & Ashford, S. 1993. Selling issues to top management. Academy of Management Review, 18(2): 397-410.
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10. Wade-Benzoni, K., et al. 2001. Barriers to resolution in ideologically based negotiations: The roles of values and institutions. Academy of Management Review, 27(1): 41-57; and Hoffman, A. J. 2003. Reconciling professional and personal value systems: The spiritually motivated manager as organizational entrepreneur. In Giacalone, R., & Jurkiewicz, C. The handbook of workplace spirituality and organizational performance. New York: M.E. Sharpe: 193-208.
11. Wade-Benzoni, K., et al. 2001. Barriers to resolution in ideologically based negotiations: The roles of values and institutions. Academy of Management Review, 27(1): 41-57; and Hoffman, A. J. 2003. Reconciling professional and personal value systems: The spiritually motivated manager as organizational entrepreneur. In Giacalone, R., & Jurkiewicz, C. The handbook of workplace spirituality and organizational performance. New York: M.E. Sharpe: 193-208.
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14. Hall, D. T., & Mirvis, P. 1996. The new protean career: Psychological success and the path with a heart. In D. T. Hall (Ed.), The career is dead, long live the career: A relational approach to careers. San Francisco, CA: Jossey-Bass: 15-45; and Mitroff, I., & Denton, E. 1999. A study of spirituality in the workplace. Sloan Management Review, 40(4): 83-92.
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16. KPMG International Survey of Corporate Sustainability Reporting. 2002.
17. Chipco is a pseudonym. The names of groups and individuals at Chipco have also been changed to protect their identities.
18. Early work on framing emphasized individually held beliefs or "schema." See Goffman, E. 1974. Frame analysis: An essay on the organization of experience. New York: Harper Colophon; and Tversky, A., & Kahneman, D. 1991. The framing of decisions and the psychology of choice. Science, 211: 453-458. Other work on individual frames has drawn attention to their use in organizations, for example, in negotiation. See Sussman, L. 1999. How to frame a message: The art of persuasion and negotiation. Business Horizons, 42(4): 2-6; and Neale, M., & Bazerman, M. 1992. Negotiating rationally: The power and impact of the negotiator's frame. The Academy of Management Executive, 6(3): 42-51. Our notion of cultural framing most closely matches that of Benford and Snow in their discussion of collective action frames used by social movements. See Benford, R., & Snow, D. 2000. Framing process and social movements: An overview and assessment. Annual Review of Sociology, 26: 611-639.
19. Early work on framing emphasized individually held beliefs or "schema." See Goffman, E. 1974. Frame analysis: An essay on the organization of experience. New York: Harper Colophon; and Tversky, A., & Kahneman, D. 1991. The framing of decisions and the psychology of choice. Science, 211: 453-458. Other work on individual frames has drawn attention to their use in organizations, for example, in negotiation. See Sussman, L. 1999. How to frame a message: The art of persuasion and negotiation. Business Horizons, 42(4): 2-6; and Neale, M., & Bazerman, M. 1992. Negotiating rationally: The power and impact of the negotiator's frame. The Academy of Management Executive, 6(3): 42-51. Our notion of cultural framing most closely matches that of Benford and Snow in their discussion of collective action frames used by social movements. See Benford, R., & Snow, D. 2000. Framing process and social movements: An overview and assessment. Annual Review of Sociology, 26: 611-639.
20. Early work on framing emphasized individually held beliefs or "schema." See Goffman, E. 1974. Frame analysis: An essay on the organization of experience. New York: Harper Colophon; and Tversky, A., & Kahneman, D. 1991. The framing of decisions and the psychology of choice. Science, 211: 453-458. Other work on individual frames has drawn attention to their use in organizations, for example, in negotiation. See Sussman, L. 1999. How to frame a message: The art of persuasion and negotiation. Business Horizons, 42(4): 2-6; and Neale, M., & Bazerman, M. 1992. Negotiating rationally: The power and impact of the negotiator's frame. The Academy of Management Executive, 6(3): 42-51. Our notion of cultural framing most closely matches that of Benford and Snow in their discussion of collective action frames used by social movements. See Benford, R., & Snow, D. 2000. Framing process and social movements: An overview and assessment. Annual Review of Sociology, 26: 611-639.
21. Early work on framing emphasized individually held beliefs or "schema." See Goffman, E. 1974. Frame analysis: An essay on the organization of experience. New York: Harper Colophon; and Tversky, A., & Kahneman, D. 1991. The framing of decisions and the psychology of choice. Science, 211: 453-458. Other work on individual frames has drawn attention to their use in organizations, for example, in negotiation. See Sussman, L. 1999. How to frame a message: The art of persuasion and negotiation. Business Horizons, 42(4): 2-6; and Neale, M., & Bazerman, M. 1992. Negotiating rationally: The power and impact of the negotiator's frame. The Academy of Management Executive, 6(3): 42-51. Our notion of cultural framing most closely matches that of Benford and Snow in their discussion of collective action frames used by social movements. See Benford, R., & Snow, D. 2000. Framing process and social movements: An overview and assessment. Annual Review of Sociology, 26: 611-639.
22. Early work on framing emphasized individually held beliefs or "schema." See Goffman, E. 1974. Frame analysis: An essay on the organization of experience. New York: Harper Colophon; and Tversky, A., & Kahneman, D. 1991. The framing of decisions and the psychology of choice. Science, 211: 453-458. Other work on individual frames has drawn attention to their use in organizations, for example, in negotiation. See Sussman, L. 1999. How to frame a message: The art of persuasion and negotiation. Business Horizons, 42(4): 2-6; and Neale, M., & Bazerman, M. 1992. Negotiating rationally: The power and impact of the negotiator's frame. The Academy of Management Executive, 6(3): 42-51. Our notion of cultural framing most closely matches that of Benford and Snow in their discussion of collective action frames used by social movements. See Benford, R., & Snow, D. 2000. Framing process and social movements: An overview and assessment. Annual Review of Sociology, 26: 611-639.
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26. Benford & Snow, op. cit.
27. For example, Thomas and Ely identify three paradigms used by organizations as they pursue the social issue of workplace diversity. See Thomas, D., & Ely, R. 1996. Making differences matter: A new paradigm for managing diversity. Harvard Business Review, September/October: 79-90. In another case, Gusfield described how the social issue of alcohol abuse and automobile accidents was framed as a problem of drunk drivers as opposed to automobile safety, highway conditions, or law enforcement, thus implicating a certain set of institutions and organizations in the response. See Gusfield, J. 1975. Categories of ownership and responsibility in social issues: Alcohol abuse and automobile use. Journal of Drug Issues, 5: 285-303. And Creed, Scully, and Austin studied how various agents used different frames to either support or oppose policies precluding workplace discrimination against gay, lesbian, bisexual, and transgender employees. See Creed, D., Scully, M., & Austin, J. 2002. Clothes make the person? The tailoring of legitimating accounts and the social construction of identity. Organization Science, 13(5): 475-496.
28. For example, Thomas and Ely identify three paradigms used by organizations as they pursue the social issue of workplace diversity. See Thomas, D., & Ely, R. 1996. Making differences matter: A new paradigm for managing diversity. Harvard Business Review, September/October: 79-90. In another case, Gusfield described how the social issue of alcohol abuse and automobile accidents was framed as a problem of drunk drivers as opposed to automobile safety, highway conditions, or law enforcement, thus implicating a certain set of institutions and organizations in the response. See Gusfield, J. 1975. Categories of ownership and responsibility in social issues: Alcohol abuse and automobile use. Journal of Drug Issues, 5: 285-303. And Creed, Scully, and Austin studied how various agents used different frames to either support or oppose policies precluding workplace discrimination against gay, lesbian, bisexual, and transgender employees. See Creed, D., Scully, M., & Austin, J. 2002. Clothes make the person? The tailoring of legitimating accounts and the social construction of identity. Organization Science, 13(5): 475-496.
29. For example, Thomas and Ely identify three paradigms used by organizations as they pursue the social issue of workplace diversity. See Thomas, D., & Ely, R. 1996. Making differences matter: A new paradigm for managing diversity. Harvard Business Review, September/October: 79-90. In another case, Gusfield described how the social issue of alcohol abuse and automobile accidents was framed as a problem of drunk drivers as opposed to automobile safety, highway conditions, or law enforcement, thus implicating a certain set of institutions and organizations in the response. See Gusfield, J. 1975. Categories of ownership and responsibility in social issues: Alcohol abuse and automobile use. Journal of Drug Issues, 5: 285-303. And Creed, Scully, and Austin studied how various agents used different frames to either support or oppose policies precluding workplace discrimination against gay, lesbian, bisexual, and transgender employees. See Creed, D., Scully, M., & Austin, J. 2002. Clothes make the person? The tailoring of legitimating accounts and the social construction of identity. Organization Science, 13(5): 475-496.
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46. 2 emitted, so their overall contribution to global climate change is exceedingly small.
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48. These other groups were Corporate Environment, Health and Safety (a group in charge of ensuring that Chipco was in compliance with environmental regulations and with setting corporate-level environmental policies) and Facilities Technology Development (a group responsible for designing and operating the physical systems that supported fab operation, including air and water filtration, delivery of gas and chemicals to the fabrication equipment, and treatment of waste streams).
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