Corporate Sociopolitical Involvement: A Reflection of Whose Preferences?

Nalick, Michael Seth; Josefy, Matthew; Zardkoohi, Asghar; Bierman, Leonard

doi:10.5465/amp.2015.0033

Cited by 80 publications

(75 citation statements)

References 69 publications

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“…In addition, companies are increasingly getting involved in emotive and publicly contested sociopolitical issues that do not neatly fall into either the traditional CSR or CPA categories; e.g. Volkswagen's support for the influx of refugees in Germany, Lush Cosmetics' support for LGBT education in the USA, or Ctrip's opposition to the government's 'one-child policy' in China (Nalick et al, 2016). Therefore, the 'non-market' label may ultimately be more helpful than CSR and CPA, but our concern here is with integrating CSR and CPA in scholarship and in practice in view of the fact that the two types of activities still tend to be viewed as distinct and are addressed in distinct fields of study.…”

Section: The Way Forwardmentioning

confidence: 99%

Non‐market Social and Political Strategies – New Integrative Approaches and Interdisciplinary Borrowings

Frynas

Child

Tarba

2017

British J of Management

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This paper introduces a special issue of the British Journal of Management on social and political strategies in the non‐market environment. On the one hand, it reviews the extant research on the possible forms of interaction between Corporate Social Responsibility (CSR) strategies and Corporate Political Activity (CPA): CSR‐CPA complementarity, CSR‐CPA substitution and mutual exclusion between CPA and CSR. On the other hand, the paper provides an overview of the recent contributions of non‐business disciplines – psychology, sociology, economics, politics and history – to nonmarket scholarship and, above all, the potential future scholarly contributions of these disciplines.

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Section: The Way Forwardmentioning

confidence: 99%

Non‐market Social and Political Strategies – New Integrative Approaches and Interdisciplinary Borrowings

Frynas

Child

Tarba

2017

British J of Management

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“…Other concerns and requests, as in our case, reach public issue status when multiple stakeholders and members of the wider society, with competing values, interests and normative expectations, become interested in it (Bigelow et al 1993;Clarkson 1995;Nalick et al 2016). Bundy and colleagues (2013) then set the focus on firm-specific issue interpretation processes, taking an organizational perspective, and anchor their theory in the cognitive perspective of studying organizations (Bundy et al 2013, p. 369;e.g., Weick 1995; see Sandberg and Tsoukas 2015 for a recent review).…”

Section: Theoretical Background: the Strategic Cognition View Of Issumentioning

confidence: 77%

The Strategic Cognition View of Issue Salience and the Evolution of a Political Issue: Landis & Gyr, the Hungarian Uprising and East-West Trade, 1953–1967

Stutz

2017

Issues in Business Ethics

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Why do firms facing similar stakeholder issues respond quite differently? The recently introduced strategic cognition view of issue salience and firm responsiveness (hereinafter: issue salience model) seeks to tackle this core question of stakeholder theory. I extend the nascent theorizing with a historical case study in order to rethink the model's firm-centric perspective. The firm under examination in this historical case study is the Swiss multinational Landis & Gyr (LG) during the Cold War period. Like many other Swiss exportoriented companies in the 1950s and early 1960s, LG was challenged by Swiss pressure groups, which were highly effective at putting an issue on the public agenda: the call to break off trade relations with the communist East. The empirically grounded explanation of issue interpretation and response mechanisms derived from this case study offers two key theoretical implications: First, it shifts our focus outwards, toward the social and political context, in which issues evolve and play out over time. This elaboration seeks to understand the role of the social and political surroundings in constituting firm-specific issue interpretation processes and response outcomes. Second, the findings suggest that the issue salience model emphasizes an overly homogenizing conception of the firm. By pointing towards the tensions and ambiguities in a firm's collective sensemaking efforts, I start a critique of the theory in order to push this important stream of research further.

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“…Many researchers adopt an efficient market hypothesis, viewing CEOs and top leaders as individuals who are attempting to maximize shareholder value and, as such, are only engaged in political activity to influence policy important to the firm (Hillman et al, 2004) and not efforts to promote their own ideological agenda. Recent studies find that firms are actively engaging in sociopolitical issues that are not related to their firm and possibly contentious to their customers and employees (McKinsey & Company, 2009; Nalick et al, 2016; Pew Research Center, 2014).…”

Section: A Conceptual Model Of Immentioning

confidence: 99%

“…Mason (2015) found that in recent decades as individuals have sorted themselves within partisan divides it has strengthened activism, bias, and anger resulting from these identities. Corporations are engaging in sociopolitical issues in a way that does not fit nonmarket behaviors commonly researched such as CPA or Corporate Social Responsibility (Nalick et al, 2016). As political polarization increases, this suggests that a CEO’s activism behaviors would increase.…”

Section: A Conceptual Model Of Immentioning

confidence: 99%

“…Political ideology is becoming increasingly divisive (Pew Research Center, 2014). Corporations are no longer shying away from sociopolitical issues that, by their very nature, lack social consensus (Haider‐Markel & Meier, 1996; Nalick, Josefy, Zardkoohi, & Bierman, 2016). This increasing activism from leaders in an environment where political ideology is more salient and important to employees has implications in the workplace.…”

Section: Introductionmentioning

confidence: 99%

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The effects of CEO activism on employees person‐organization ideological misfit: A conceptual model and research agenda

Brown

Manegold

Marquardt

2020

Business and Society Review

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Research has found many positive benefits to person‐organization (PO) fit, for both individuals and the organization. However, PO misfit has received far less attention in the literature. In this article, we look specifically at PO misfit caused by the differing political values and beliefs of the CEO and employee. We argue that CEO activism influences employee perceptions of ideological misfit (IM), whereby differing political beliefs between employees and their activist CEO can impact workplace outcomes. We consider how peer group reactions, ethical climate, external needs fulfillment, and moral identity serve as boundary conditions for perceptions of PO misfit and related organizational outcomes. We also examine antecedents of CEO activism. Drawing on academic literature from both the micro and macro perspectives of management research, we introduce a conceptual model and discuss implications for the firm and its employees.

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Corporate Sociopolitical Involvement: A Reflection of Whose Preferences?

Cited by 80 publications

References 69 publications

Non‐market Social and Political Strategies – New Integrative Approaches and Interdisciplinary Borrowings

Non‐market Social and Political Strategies – New Integrative Approaches and Interdisciplinary Borrowings

The Strategic Cognition View of Issue Salience and the Evolution of a Political Issue: Landis & Gyr, the Hungarian Uprising and East-West Trade, 1953–1967

The effects of CEO activism on employees person‐organization ideological misfit: A conceptual model and research agenda

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