Adoption of LGBT‐friendly practices: The effect of institutional pressures and strategic choice

Abstract

This study explores contextual and organisational factors that influence the likelihood of adopting lesbian, gay, bisexual, and transgender (LGBT)-friendly practices. Drawing on institutional theory, we hypothesise that state laws, state

Does lesbian and gay friendliness pay off? A new look at LGBT policies and firm performance

“…This line of argumentation is also broadly consistent with the institutional and legitimacy theories used in the CSR literature in tandem with the stakeholder theory (see, e.g., Fernando and Lawrence, 2014). These theories suggest that CSR initiatives such as those related to LGBT-friendly policies can be induced by the firms' pursuit to build reputation and achieve legitimacy in the context of their social environment (e.g., Roumpi et al, 2020). Given that perceived LGBT friendliness is to a large extent conjoined with inclusive and non-discriminatory employee policies and 3 An extensive literature has been devoted to examining the relation between CSR and firm performance (for reviews, see, e.g., Griffin and Mahon, 1997;Orlitzky, 2001;Orlitzky et al, 2003;van Beurden and G össling, 2008;Peloza, 2009;Aguinis and Glavas, 2012;Huang, 2021).…”

Untangling the role of CEOs' political ideology in the provision and inclusiveness of work–family policies: a multi-level conceptual model

“…On these grounds and acknowledging the variability in the adoption and nature of workfamily policies across organizations (Ingram and Simons, 1995;Mullins and Holmes, 2018;Osterman, 1995;Roumpi et al, 2020), the objective of this paper is to shed light on the sources of this variation in terms of both provision and inclusiveness. Recognizing the crucial role of top management in the recognition and formation of responses to work-family issues (Milliken et al, 1998;Mullins and Holmes, 2018) and drawing on the upper echelons' (UE) perspective (Hambrick, 2007;Hambrick and Mason, 1984), the described variation is proposed to be, at least partially, attributable to the differences in cheif executive officers' (CEOs) values and beliefs.…”

“…CEOs have adequate levels of authority and power to steer the vision and moral obligations of organizations (Gilbert and Ivancevich, 2000). In concert with recent studies that have shown that CEOs' political ideology is related to organizations' adoption of LGBT-friendly practices (Roumpi et al, 2020) and CSR (Gupta et al, 2019), political ideology is conceptualized as an overarching construct that encapsulates the CEOs' values and beliefs that drive their decisions.…”

“…Third, the paper adds to the discussion of the importance and the effect of executives' values and beliefs on firm decisions and outcomes. Taking a step forward from previous studies that have explored the effect of political ideology on organizational decisions using a dichotomy or a spectrum ranging from liberal to conservative ideologies (Briscoe et al, 2014;Roumpi et al, 2020), this research uses a finergrained approach to political ideology; political ideology is viewed as multidimensional. In line with Jost et al (2009), conservatism and liberalism are viewed as being comprised of two distinct dimensions: political orientations toward social and economic/financial issues (Shafer and Claggett, 1995).…”

Does Lesbian and Gay Friendliness Pay Off? A New Look at LGBT Policies and Firm Performance

“…This line of argumentation is also broadly consistent with the institutional and legitimacy theories used in the CSR literature in tandem with the stakeholder theory (see, e.g., Fernando and Lawrence, 2014). These theories suggest that CSR initiatives such as those related to LGBT-friendly policies can be induced by the firms' pursuit to build reputation and achieve legitimacy in the context of their social environment (e.g., Roumpi et al, 2020). Given that perceived LGBT friendliness is to a large extent conjoined with inclusive and non-discriminatory employee policies and 3 An extensive literature has been devoted to examining the relation between CSR and firm performance (for reviews, see, e.g., Griffin and Mahon, 1997;Orlitzky, 2001;Orlitzky et al, 2003;van Beurden and Gössling, 2008;Peloza, 2009;Aguinis and Glavas, 2012;Huang, 2021).…”