The Link Between Social Movements and Corporate Social Initiatives: Toward a Multi-level Theory

Journal of Business Ethics

Volumn 142, Issue 4, 2017, Pages 735-751

  Georgallis, Panayiotis ^a  

^a UNIVERSITY OF MICHIGAN   (United States)

Author keywords

Activism; Corporate social responsibility; Ideology; Multi level theory; Social movements; Stakeholder theory

Indexed keywords

EID: 84961116992     PISSN: 01674544     EISSN: 15730697     Source Type: Journal    
DOI: 10.1007/s10551-016-3111-0     Document Type: Article

References (130)

1. Albinger, H. S., & Freeman, S. J. (2000). Corporate social performance and attractiveness as an employer to different job seeking populations. Journal of Business Ethics, 28(3), 243–253.
2. Argandoña, A. (2003). Fostering values in organizations. Journal of Business Ethics, 45(1), 15–28.
3. Argenti, P. A. (2004). Collaborating with activists: How starbucks works with NGOs. California Management Review, 47(1), 91–116.
4. Athanasopoulou, A., & Selsky, J. W. (2012). The social context of corporate social responsibility: Enriching research with multiple perspectives and multiple levels. Business and Society, 54(3), 322–364.
5. Baba, S., & Raufflet, E. (2014). Managing relational legacies: Lessons from British Columbia, Canada. Administrative Sciences, 4(1), 15–34.
6. Bacharach, S. B. (1989). Organizational theories: Some criteria for evaluation. Academy of Management Review, 14(4), 496–515.
7. Banerjee, S. B. (2000). Whose land is it anyway? National interest, indigenous stakeholders, and colonial discourses: The case of the Jabiluka uranium mine. Organization and Environment, 13(1), 3–38.
8. Banerjee, S. B. (2008). Corporate social responsibility: The good, the bad and the ugly. Critical Sociology, 34(1), 51–79.
9. Bansal, P. (2003). From issues to actions: The importance of individual concerns and organizational values in responding to natural environmental issues. Organization Science, 14(5), 510–527.
10. Bansal, P., & Roth, K. (2000). Why companies go green: A model of ecological responsiveness. Academy of Management Journal, 43(4), 717–736.
11. Barnett, J. H., & Karson, M. J. (1987). Personal values and business decisions: An exploratory investigation. Journal of Business Ethics, 6(5), 371–382.
12. Baron, D. P. (2001). Private politics, corporate social responsibility, and integrated strategy. Journal of Economics and Management Strategy, 10(1), 7–45.
13. Bartley, T., & Child, C. (2011). Movements, markets and fields: The effects of anti-sweatshop campaigns on US firms, 1993–2000. Social Forces, 90(2), 425–451.
14. Bauer, T. N., & Aiman-Smith, L. (1996). Green career choices: The influences of ecological stance on recruiting. Journal of Business and Psychology, 10(4), 445–458.
15. Benford, R. D. (1997). An insider’s critique of the social movement framing perspective. Sociological Inquiry, 67(4), 409–430.
16. Benford, R. D., & Snow, D. A. (2000). Framing processes and social movements: An overview and assesment. Annual Review of Sociology, 26(1), 611–639.
17. Bitektine, A. (2011). Toward a theory of social judgments of organizations: The case of legitimacy, reputation, and status. Academy of Management Review, 36(1), 151–179.
18. Böhm, S., Dinerstein, A. C., & Spicer, A. (2010). (Im) possibilities of autonomy: Social movements in and beyond capital, the state and development. Social Movement Studies, 9(1), 17–32.
19. Brammer, S., Jackson, G., & Matten, D. (2012). Corporate social responsibility and institutional theory: New perspectives on private governance. Socio-Economic Review, 10(1), 3–28.
20. Briscoe, F., Chin, M. K., & Hambrick, D. (2014). CEO ideology as an element of the corporate opportunity structure for social activists. Academy of Management Journal, 57(6), 1786–1809.
21. Campbell, J. (2005). Where do we stand? Common mechanisms in organizations and social movements research. In G. F. Davis, D. McAdam, W. R. Scott, & M. N. Zald (Eds.), Social movements and organizational theory (pp. 41–68). New York: Cambridge University Press.
22. Caprara, G. V., Schwartz, S., Capanna, C., Vecchione, M., & Barbaranelli, C. (2006). Personality and politics: Values, traits, and political choice. Political Psychology, 27(1), 1–28.
23. Caroll, A. B., & Shabana, K. M. (2010). The business case for corporate social responsibility: A review of concepts, research and practice. International Journal of Management Reviews, 12(1), 85–105.
24. Castaldo, S., Perrini, F., Misani, N., & Tencati, A. (2009). The missing link between corporate social responsibility and consumer trust: The case of fair trade products. Journal of Business Ethics, 84(1), 1–15.
25. Cosans, C. (2009). Does Milton Friedman support a vigorous business ethics? Journal of Business Ethics, 87(3), 391–399.
26. Crossley, N. (2002). Making sense of social movements. London: McGraw-Hill Education.
27. Crossley, N. (2003). Even newer social movements? Anti-corporate protests, capitalist crises and the remoralization of society. Organization, 10(2), 287–305.
28. Cunningham, S., Cornwell, T. B., & Coote, L. V. (2009). Expressing identity and shaping image: The relationship between corporate mission and corporate sponsorship. Journal of Sport Management, 23(1), 65–86.
29. Dacin, M. T., Oliver, C., & Roy, J. P. (2007). The legitimacy of strategic alliances: An institutional perspective. Strategic Management Journal, 28(2), 169–187.
30. Davis, G. F., & Marquis, C. (2005). Prospects for organization theory in the early twenty-first century: Institutional fields and mechanisms. Organization Science, 16(4), 332–343.
31. De Bakker, F. G. A., & den Hond, F. (2008). Introducing the politics of stakeholder influence: A review essay. Business and Society, 47(1), 8–20.
32. De Bakker, F. G., den Hond, F., King, B., & Weber, K. (2013). Social movements, civil society and corporations: Taking stock and looking ahead. Organization Studies, 34(5–6), 573–593.
33. Den Hond, F., & de Bakker, F. G. A. (2007). Ideologically motivated activism: How activist groups influence corporate social change activities. Academy of Management Review, 32(3), 901–924.
34. Den Hond, F., de Bakker, F. G., & Doh, J. (2012). What prompts companies to collaboration with NGOs? Recent evidence from the Netherlands. Business and Society, 54(2), 187–228.
35. DiMaggio, P. J., & Powell, W. W. (1983). The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields. American Sociological Review, 48(2), 147–160.
36. Doh, J. P., & Guay, T. R. (2006). Corporate social responsibility, public policy, and NGO activism in Europe and the United States: An institutional-stakeholder perspective. Journal of Management Studies, 43(1), 47–73.
37. Dowling, J., & Pfeffer, J. (1975). Organizational legitimacy: Social values and organizational behavior. Pacific Sociological Review, 18(1), 122–136.
38. Dutton, J. E., & Duncan, R. B. (1987). The creation of momentum for change through the process of strategic issue diagnosis. Strategic Management Journal, 8(3), 279–295.
39. Edwards, B., & McCarthy, J. D. (2004). Resources and social movement mobilization. In D. A. Snow, A. A. Soule, & H. Kriesi (Eds.), The Blackwell companion to social movements (pp. 116–152). Oxford: Blackwell Publishing.
40. Eesley, C., & Lenox, M. J. (2006). Firm responses to secondary stakeholder action. Strategic Management Journal, 27(8), 765–781.
41. Ehrgott, M., Reimann, F., Kaufmann, L., & Carter, C. R. (2011). Social sustainability in selecting emerging economy suppliers. Journal of Business Ethics, 98(1), 99–119.
42. Elster, J. (1989). Nuts and bolts for the social sciences. Cambridge: Cambridge University Press.
43. Flammer, C. (2015). Does corporate social responsibility lead to superior financial performance? A regression discontinuity approach. Management Science, 61(11), 2549–2568.
44. Fleming, P., & Jones, M. T. (2012). The end of corporate social responsibility: Crisis and critique. London: Sage Publications.
45. Friedman, M. (1970, Sept. 13). The social responsibility of business is to increase its profits (pp. 32–33). New York Times Magazine.
46. Friedman, M. (2002). Capitalism and freedom (40th Anniversary edition). Chicago: The University of Chicago Press.
47. Garner, R. (1996). Contemporary movements and ideologies. McGraw-Hill humanities, social sciences & world languages. Irwin: McGraw-Hill.
48. Georgallis, P. G., Dowell, G., & Durand, R. (2014). Firm density, social movement support, and government endorsement of nascent industries. Academy of Management Proceedings, 2014(1), 15269.
49. Ghoshal, S. (2005). Bad management theories are destroying good management practices. Academy of Management Learning and Education, 4(1), 75–91.
50. Gray, R., Kouhy, R., & Lavers, S. (1995). Corporate social and environmental reporting: A review of the literature and a longitudinal study of UK disclosure. Accounting, Auditing & Accountability Journal, 8(2), 47–77.
51. Greenwood, R., Suddaby, R., & Hinings, C. R. (2002). Theorizing change: The role of professional associations in the transformation of institutionalized fields. Academy of Management Journal, 45(1), 58–80.
52. Guth, W. D., & Tagiuri, R. (1965). Personal values and corporate strategy. Harvard Business Review, 43(5), 123–132.
53. Hahn, T., Figge, F., Pinkse, J., & Preuss, L. (2010). Trade-offs in corporate sustainability: You can’t have your cake and eat it. Business Strategy and the Environment, 19(4), 217–229.
54. Hambrick, D. C., & Mason, P. A. (1984). Upper echelons: The organization as a reflection of its top managers. Academy of Management Review, 9(2), 193–206.
55. Hawn, O., & Ioannou, I. (2015). Mind the gap: The interplay between external and internal actions in the case of corporate social responsibility. Strategic Management Journal, 36(7), 1053–1081.
56. Hedström, P., & Swedberg, R. (1996). Social mechanisms. Acta Sociologica, 39(3), 281–308.
57. Hensmans, M. (2003). Social movement organizations: A metaphor for strategic actors in institutional fields. Organization studies, 24(3), 355–381.
58. Hoffman, A. J. (2001). From heresy to dogma: An institutional history of corporate environmentalism. Stanford, CA: Stanford University Press.
59. Hoffman, A. J. (2009). Shades of green. Stanford Social Innovation Review, 7(2), 40–49.
60. Howard-Grenville, J. A., & Hoffman, A. J. (2003). The importance of cultural framing to the success of social initiatives in business. Academy of Management Executive, 17(2), 70–84.
61. Julian, S., Ofori-Dankwa, J., & Justis, R. (2008). Understanding strategic responses to interest group pressures. Strategic Management Journal, 29(9), 963–984.
62. Juris, J. S. (2008). Networking futures: The movements against corporate globalization. Durham: Duke University Press.
63. King, B. G. (2008). A political mediation model of corporate response to social movement activism. Administrative Science Quarterly, 53(3), 395–421.
64. King, B. G., & Pearce, N. A. (2010). The contentiousness of markets: Politics, social movements, and institutional change in markets. Annual Review of Sociology, 36, 249–267.
65. King, B. G., & Soule, S. (2007). Social movements as extra-institutional entrepreneurs: The effect of protests on stock price returns. Administrative Science Quarterly, 52(3), 413–442.
66. Kraemer, R., Whiteman, G., & Banerjee, B. (2013). Conflict and astroturfing in Niyamgiri: The importance of national advocacy networks in anti-corporate social movements. Organization Studies, 34(5–6), 823–852.
67. Lee, T. (2002). Mobilizing public opinion: Black insurgency and racial attitudes in the civil rights era. Chicago: University of Chicago Press.
68. Levy, D., & Scully, M. (2007). The institutional entrepreneur as modern prince: The strategic face of power in contested fields. Organization Studies, 28(7), 971–991.
69. Liedtka, J. (1989). Value congruence: The interplay of individual and organizational value systems. Journal of Business Ethics, 8(10), 805–815.
70. Lyon, T. P., & Maxwell, J. W. (2003). Self-regulation, taxation and public voluntary environmental agreements. Journal of Public Economics, 87(7), 1453–1486.
71. Lyon, T. P., & Montgomery, A. W. (2015). The means and end of greenwash. Organization & Environment, 28(2), 223–249.
72. MacKay, B., & Munro, I. (2012). Information warfare and new organizational landscapes: An inquiry into the exxon mobil–greenpeace dispute over climate change. Organization Studies, 33(11), 1507–1536.
73. Madsen, P. M., & Rodgers, Z. J. (2015). Looking good by doing good: The antecedents and consequences of stakeholder attention to corporate disaster relief. Strategic Management Journal, 36(5), 776–794.
74. Maguire, S., Hardy, C., & Lawrence, T. B. (2004). Institutional entrepreneurship in emerging fields: HIV/AIDS treatment advocacy in Canada. Academy of Management Journal, 47(5), 657–679.
75. Margolis, J. D., Elfenbein, H. A., & Walsh, J. P. (2009). Does it pay to be good… and does it matter? A meta-analysis of the relationship between corporate social and financial performance. http://ssrn.com/abstract=1866371.
76. Margolis, J. D., & Walsh, J. P. (2003). Misery loves companies: Rethinking social initiatives by business. Administrative Science Quarterly, 48(2), 268–305.
77. Marquis, C., Glynn, M. A., & Davis, G. F. (2007). Community isomorphism and corporate social action. Academy of Management Review, 32(3), 925–945.
78. Martin, J. (1985). Organizational culture. New York: Wiley.
79. Martin, J. (1992). Cultures in organizations: Three perspectives. Oxford University Press.
80. Matten, D., & Moon, J. (2008). Implicit and explicit CSR: A conceptual framework for a comparative understanding of corporate social responsibility. Academy of Management Review, 33(2), 404–424.
81. Maurer, C. C., Bansal, P., & Crossan, M. M. (2011). Creating economic value through social values: Introducing a culturally informed resource-based view. Organization Science, 22(2), 432–448.
82. Mayntz, R. (2004). Mechanisms in the analysis of social macro-phenomena. Philosophy of the Social Sciences, 34(2), 237–259.
83. McAdam, D., McCarthy, J., & Zald, M. (1996). Introduction: Opportunities, mobilizing structures and framing processes. In D. McAdam, J. McCarthy, & M. Zald (Eds.), Comparative perspectives on social movements (pp. 1–20). Cambridge: Cambridge University Press.
84. McCarthy, J., & Zald, M. (1977). Resource mobilization and social movements: A partial theory. American Journal of Sociology, 82(6), 1212–1241.
85. McDonnell, M. H., & King, B. (2013). Keeping up appearances reputational threat and impression management after social movement boycotts. Administrative Science Quarterly, 58(3), 387–419.
86. McDonnell, M. H., King, B., & Soule, S. (2015). A dynamic process model of contentious politics: Activist targeting and corporate receptivity to social challenges. American Sociological Review, 80(3), 654–678.
87. McWilliams, A., Siegel, D. S., & Wright, P. M. (2006). Corporate social responsibility: Strategic implications. Journal of Management Studies 43(1), 1–18.
88. Miller, H. L. (1962). On the “Chicago School of Economics”. Journal of Political Economy, 70(1), 64–69.
89. Mitchell, R. K., Agle, B. R., & Wood, D. J. (1997). Toward a theory of stakeholder identification and salience: Defining the principle of who and what really counts. Academy of Management Review, 22(4), 853–886.
90. Morrill, C., Zald, M. N., & Rao, H. (2003). Covert political conflict in organizations: Challenges from below. Annual Review of Sociology, 29, 391–415.
91. Munro, I. (2014). Organizational ethics and Foucault’s ‘art of living’: Lessons from social movement organizations. Organization Studies, 35(8), 1127–1148.
92. Ocasio, W. (1997). Towards an attention-based view of the firm. Strategic Management Journal, 18(S1), 187–206.
93. Oliver, P. E., & Johnston, H. (2000). What a good idea! Ideologies and frames in social movement research. Mobilization, 5(1), 37–54.
94. Pfeffer, J. (2016). Why the assholes are winning: Money trumps all. Journal of Management Studies. doi:10.1111/joms.12177.
95. Piven, F. F., & Cloward, R. A. (1979). Poor people’s movements: Why they succeed, how they fail. New York: Vintage Books.
96. Porter, M., & Van der Linde, C. (1996). Green and competitive: Ending the stalemate. Harvard Business Review, 73(5), 120–134.
97. Raeburn, N. C. (2004). Changing corporate America from inside out: Lesbian and gay workplace rights (Vol. 20). Minessota: University of Minnesota Press.
98. Rao, H. (1998). Caveat emptor: The construction of nonprofit consumer watchdog organizations. American Journal of Sociology, 103(4), 912–961.
99. Rindova, V. P., Pollock, T. G., & Hayward, M. L. (2006). Celebrity firms: The social construction of market popularity. Academy of Management Review, 31(1), 50–71.
100. Roulet, T. J., & Touboul, S. (2014). The intentions with which the road is paved: Attitudes to liberalism as determinants of greenwashing. Journal of Business Ethics, 128(2), 305–320.
101. Rucht, D. (1999). The impact of environmental movements in western societies. In M. Giugni, D. McAdam, & C. Tilly (Eds.), How social movements matter (pp. 204–224). Minessota: University of Minessota Press.
102. Sagebien, J., Lindsay, N., Campbell, P., Cameron, R., & Smith, N. (2008). The corporate social responsibility of Canadian mining companies in Latin America: A systems perspective. Canadian Foreign Policy Journal, 14(3), 103–128.
103. Santoro, W. A., & McGuire, G. M. (1997). Social movement insiders: The impact of institutional activists on affirmative action and comparable worth policies. Social Problems, 44(4), 503–519.
104. Schwartz, S. H. (1992). Universals in the content and structure of values: Theoretical advances and empirical tests in 20 countries. Advances in Experimental Social Psychology, 25(1), 1–65.
105. Scully, M. A., & Segal, A. (2002). Passion with an umbrella: Grassroots activists in the workplace. Research in the Sociology of Organizations, 19, 125–168.
106. Snow, D. A., & Benford, R. D. (1992). Master Frames and cycles of protest. In A. D. Morris & C. M. Mueller (Eds.), Frontiers in social movement theory (pp. 133–155). New Haven: Yale University Press.
107. Soule, S. (2009). Contention and corporate social responsibility. Cambridge studies in contentious politics. Cambridge: Cambridge University Press.
108. Soule, S. A., Swaminathan, A., & Tihanyi, L. (2014). The diffusion of foreign divestment from Burma. Strategic Management Journal, 35(7), 1032–1052.
109. Spicer, A., & Böhm, S. (2007). Moving management: Theorizing struggles against the hegemony of management. Organization Studies, 28(11), 1667–1698.
110. Spicer, A., & Fleming, P. (2007). Intervening in the inevitable: Contesting globalization in a public sector organization. Organization, 14(4), 517–541.
111. Strang, D., & Meyer, J. W. (1993). Institutional conditions for diffusion. Theory and Society, 22(4), 487–511.
112. Strang, D., & Soule, S. A. (1998). Diffusion in organizations and social movements: From hybrid corn to poison pills. Annual Review of Sociology, 24(1), 265–290.
113. Sullivan, S., Spicer, A., & Böhm, S. (2011). Becoming global (un)civil society: Counter-hegemonic struggle and the Indymedia network. Globalizations, 8(5), 703–717.
114. Tilly, C., & Wood, L. J. (2009). Social movements 1978–2008. Boulder: Paradigm Publishers.
115. Turban, D. B., & Greening, D. W. (1997). Corporate social performance and organizational attractiveness to prospective employees. Academy of Management Journal, 40(3), 658–672.
116. Ulrich, P. (2008). Integrative economic ethics: Foundations of a civilized market economy. Cambridge: Cambridge University Press.
117. Ulrich, P., & Sarasin, C. (Eds.). (1995). Facing public interest. The ethical challenge to business policy and corporate communications. Dordrecht: Kluwer.
118. Van den Steen, E. (2010). On the origin of shared beliefs (and corporate culture). The Rand Journal of Economics, 41(4), 617–648.
119. Van Dijk, T. A. (1998). Ideology: A multidisciplinary approach. London: Sage Publications.
120. Van Dyke, N., Soule, S., & Taylor, V. (2004). The targets of social movements: Beyond a focus on the state. In D. J. Myers & D. M. Cress (Eds.), Authority in contention (pp. 27–51). Bingley: Emerald Group Publishing Limited.
121. Walker, E. T. (2014). Grassroots for hire: Public affairs consultants in American democracy. Cambridge: Cambridge University Press.
122. Walsh, J. P., Weber, K., & Margolis, J. D. (2003). Social issues and management: Our lost cause found. Journal of Management, 29(6), 859–881.
123. Weber, K., Heinze, K., & DeSoucey, M. (2008). Forage for thought: Mobilizing codes in the movement for grass-fed meat and dairy products. Administrative Science Quarterly, 53(3), 529–567.
124. Weber, K., & Soderstrom, S. (2012). Social movements, business, and the environment. In P. Bansal & A. J. Hoffman (Eds.), The Oxford handbook of business and the natural environment (pp. 248–268). Oxford: Oxford University Press.
125. Weber, K., & King, B. G. (2014). Social movement theory and organization studies. In P. Adler, P. Gay, G. Morgan & M. Reed (Eds.), The Oxford handbook of sociology, social theory, and organization studies: Contemporary currents, Oxford University Press. doi:10.1093/oxfordhb/9780199671083.013.0021.
126. Whetten, D. A. (1989). What constitutes a theoretical contribution? Academy of Management Review, 14(4), 490–495.
127. Wilson, J. (1973). Introduction to social movements. New York: Basic Books.
128. Zajonc, R. B. (1968). Attitudinal effects of mere exposure. Journal of Personality and Social Psychology, 9(2), 1–27.
129. Zald, M. N. (2000). Ideologically structured action: An enlarged agenda for social movement research. Mobilization, 5(1), 1–16.
130. Zald, M. N., & Berger, M. A. (1978). Social movements in organizations: Coup d’etat, insurgency, and mass movements. American Journal of Sociology, 83(4), 823–861.