Cross-Sector Alliance Learning and Effectiveness of Voluntary Codes of Corporate Social Responsibility

Arya, Bindu; Salk, Jane E.

doi:10.5840/beq200616223

Cited by 135 publications

(122 citation statements)

References 68 publications

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“…For example, Esbenshade (2001) argues that adopting codes of conduct provides a way for corporations both to prevent the enforcement of existing labour laws and forestall future legal reforms. Similar claims are readily found in previous research (e.g., Diller, 1999;Bondy et al, 2004;Royle, 2005;Arya and Salk, 2006), and, as Bartley (2005, p. 212) points out, a common argument is that " one unfortunate effect of the rise of private regulation will be to displace or 'crowd out' public regulation and legal accountability" .…”

Section: Plausible Motives For Adopting International Framework Agreesupporting

confidence: 63%

TNC Motives for Signing International Framework Agreements: A Continuous Bargaining Model of Stakeholder Pressure

Egels‐Zandén

2008

J Bus Ethics

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Over the past decade, discussion has flourished among practitioners and academics regarding workers' rights in developing countries. The lack of enforcement of national labour laws and the limited protection of workers' rights in developing countries have led workers' rights representatives to attempt to establish transnational industrial relations systems to complement existing national systems. In practice, these attempts have mainly been operationalised in unilateral codes of conduct; recently, however, negotiated international framework agreements (IFAs) have been proposed as an alternative. Despite their growing importance, few studies have empirically studied IFAs. This paper starts to fill this gap by studying why corporations adopt IFAs, based on a qualitative study of the process leading to the signing of a recent IFA. The study's findings complement existing research into why corporations adopt IFAs, codes of conduct, and CSR policies by demonstrating that corporate motives can be linked to a desire to retain a trusting relationship with the labour union movement. In addition, the findings indicate that the discrete campaign model of stakeholder pressure dominant in previous research should be complemented by a continuous bargaining model of stakeholder pressure. The paper concludes by discussing differences between these conceptual models of stakeholder pressure and avenues for future research.

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Section: Plausible Motives For Adopting International Framework Agreesupporting

confidence: 63%

TNC Motives for Signing International Framework Agreements: A Continuous Bargaining Model of Stakeholder Pressure

Egels‐Zandén

2008

J Bus Ethics

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“…This means that cross-alliance scholars (including SA) can learn much from literature related to strategic alliance (firm-firm) management. Although prior studies suggest that managers should adopt different management philosophies to deal with cross-sector collaboration (Arya and Salk 2006;Berger et al 2004;Rondinelli and London 2003;Selsky and Parker 2005), we challenge this claim. Instead, we postulate that some ideas regarding alliance management could be universal and may apply to the alliance relationship in different situations.…”

Section: Discussion and Conclusion Academic Contributioncontrasting

confidence: 48%

“…Furthermore, this finding also has wider implications regarding the learning opportunities for SENPOs on the issues relating to SA management. We introduced SA management routines by adopting the concept from firmfirm alliance management research (Arya and Salk 2006;Draulans et al 2003;Schilke 2014;Schilke and Goerzen 2010), and we confirmed its viability in the SA context. This finding also suggests that SENPOs can learn a great deal from the firm-firm alliance management literature.…”

Section: Managerial Implicationsmentioning

confidence: 82%

How and When Socially Entrepreneurial Nonprofit Organizations Benefit From Adopting Social Alliance Management Routines to Manage Social Alliances?

Liu

Chapleo

2016

J Bus Ethics

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Social alliance is defined as the collaboration between for-profit and nonprofit organizations. Building on the insights derived from the resource-based theory, we develop a conceptual framework to explain how socially entrepreneurial nonprofit organizations (SENPOs) can improve their social alliance performance by adopting strategic alliance management routines. We test our framework using the data collected from 203 UK-based SENPOs in the context of cause-related marketing campaign-derived social alliances. Our results confirm a positive relationship between social alliance management routines and social alliance performance. We also find that relational mechanisms, such as mutual trust, relational embeddedness, and relational commitment, mediate the relationship between social alliance management routines and social alliance performance. Moreover, our findings suggest that different types of social alliance motivation can influence the impact of social alliance management routines on different types of the relational mechanisms. In general, we demonstrate that SENPOs can benefit from adopting social alliance management routines and, in addition, highlight how and when the social alliance management routines-social alliance performance relationship might be shaped. Our study offers important academic and managerial implications, and points out future research directions.

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“…In recent years, several articles have pointed to the bridges that exist between BOP and subsistence markets scholars (e.g. Arya & Salk, 2006;Rivera-Santos et al, 2012).…”

Section: Discussionmentioning

confidence: 99%

Reviewing a Decade of Research on the “Base/Bottom of the Pyramid” (BOP) Concept

2013

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In 1998-1999, Prahalad and colleagues introduced the base/bottom of the pyramid (BOP) concept in an article and a working paper. This article’s goal is to answer the following question: What has become of the concept over the decade following its first systematic exposition in 1999? To answer this question, the authors conducted a systematic review of articles on the BOP, identifying 104 articles published in journals or proceedings over a 10-year period (2000-2009). This count excludes books, chapters, and teaching cases. The review shows that the BOP concept evolved dramatically following Prahalad’s original call to multinational enterprises (MNEs). Deemphasizing the role of MNEs over time, published BOP articles portray a more complex picture, with wide variations in terms of BOP contexts, of BOP initiatives, and of impacts of the BOP approach. A simple framework for organizing the reviewed articles helps discuss findings, identify the gaps that still exist in the literature, and suggest directions for future research.

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Cross-Sector Alliance Learning and Effectiveness of Voluntary Codes of Corporate Social Responsibility

Cited by 135 publications

References 68 publications

TNC Motives for Signing International Framework Agreements: A Continuous Bargaining Model of Stakeholder Pressure

TNC Motives for Signing International Framework Agreements: A Continuous Bargaining Model of Stakeholder Pressure

How and When Socially Entrepreneurial Nonprofit Organizations Benefit From Adopting Social Alliance Management Routines to Manage Social Alliances?

Reviewing a Decade of Research on the “Base/Bottom of the Pyramid” (BOP) Concept

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