Global Policies and Local Practice: Loose and Tight Couplings in Multi-Stakeholder Initiatives

Rasche, Andreas; Gilbert, Dirk Ulrich

doi:10.5465/ambpp.2012.10150abstract

Cited by 41 publications

(72 citation statements)

References 81 publications

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“…How do organizations make sense of their political responsibilities, especially in light of conflicting internal and external demands (Pache and Santos, ; Scherer et al, )? How do loose coupling or de‐/recoupling processes explain corporate responses to heterogeneous demands (Haack et al, ; Rasche, )? How do individuals engage in these sensemaking processes (Haack et al, )?…”

Section: The Postnational Constellation 20: New Challenges and Direcmentioning

confidence: 99%

“…Businesses not only influence politics via lobbying, they turn into political actors themselves – i.e., they co‐create their institutional environment (Barley, ; Scherer and Palazzo, ). Understanding CSR in this way requires us to rethink existing models of governance on the national, regional, and global level (Abbott, ; Aguilera et al, ; Rasche, ) and to explore the consequences for democracy (Driver and Thompson, ; Scherer et al, ; Thompson, ).…”

Section: Introductionmentioning

confidence: 99%

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Managing for Political Corporate Social Responsibility: New Challenges and Directions for PCSR 2.0

Scherer

Rasche

Palazzo

et al. 2016

J Management Studies

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296

337

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This article takes stock of the discourse on 'political CSR' (PCSR), reconsiders some of its assumptions, and suggests new directions for what we call 'PCSR 2.0'. We start with a definition of PCSR, focusing on firms' contribution to public goods. We then discuss historical antecedents to the debate and outline the original economic and political context. The following section explores emerging changes in the institutional context relevant to PCSR and reconsiders some of the assumptions underlying Habermas' thesis of the postnational constellation. This highlights some neglected issues in previous works on PCSR, including the influence of nationalism and fundamentalism, the role of various types of business organisations, the return of government regulation, the complexity of institutional contexts, the efficiency of private governance, the financialization and digitalization of the economy, and the relevance of managerial sensemaking. Finally, we discuss the contributions to this special issue and relate them to the newly emerging research agenda.

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Section: The Postnational Constellation 20: New Challenges and Direcmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Managing for Political Corporate Social Responsibility: New Challenges and Directions for PCSR 2.0

Scherer

Rasche

Palazzo

et al. 2016

J Management Studies

Self Cite

296

337

View full text Add to dashboard Cite

show abstract

“…For the purpose of this article we focus on two political CSR activities pertaining to the upper echelons of organizations, namely multi‐stakeholder initiatives and social innovation. Engagement in, and self‐regulation of companies through multi‐stakeholder initiatives is a key mechanism in closing global governance gaps (Mena and Palazzo, ; Rasche, ). Social innovation, understood as the generation and implementation of novel products or processes to meet social needs (Phills et al, ), is an important means to address the challenges in the provision of global public goods (Voegtlin and Scherer, ).…”

Section: Responsible Leadership Behaviour Individual Antecedents Andmentioning

confidence: 99%

“…In an emerging post‐national constellation (Habermas, ), where nation state regulation is territorially bound and the local institutions of developing economies are often informal, in transition or non‐existent, MSIs emerge as a means to regulate global business activities and to create universal standards for responsible business conduct (Abbott and Snidal, ; Mena and Palazzo, ; Rasche, ). MSIs thereby try to govern social and environmental challenges across industries and on a global scale, and comprise a range of different actors, including business organizations, civil society actors, governments and international organizations in various constellations (Abbott and Snidal, ).…”

Section: Responsible Leadership Behaviour Individual Antecedents Andmentioning

confidence: 99%

“…In this article we focus on strategic choices of CEOs with regard to multi‐stakeholder initiatives (MSIs) and social innovation. Both are central indicators of political CSR: engagement in MSIs is central to closing global governance gaps (Mena and Palazzo, ; Rasche, ), while social innovations are essential in addressing pressing public interest problems (Voegtlin and Scherer, ).…”

Section: Introductionmentioning

confidence: 99%

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Business Statesman or Shareholder Advocate? CEO Responsible Leadership Styles and the Micro‐Foundations of Political CSR

Maak

Pless

Voegtlin

2016

J Management Studies

190

252

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International audienceIn this article we pursue two objectives. First, we refine the concept of responsible leadership from an upper echelon perspective by exploring two distinct styles (instrumental and integrative) and thereby further develop the understanding of the newly emerging integrative style. Second, we propose a framework that examines the micro-foundations of political corporate social responsibility (CSR). We explicate how the political CSR engagement of organizations (in social innovation and multi-stakeholder initiatives) is influenced by responsible leadership styles and posit that most CEOs tend to espouse either instrumental or integrative responsible leadership approaches, based on perceived moral obligations toward shareholders or stakeholders. We examine the moderating effects of societal- and organizational-level factors (such as power distance and corporate governance), and individual-level influences (such as cognitive and social complexity). We discuss both approaches with respect to their effectiveness in dealing with political CSR challenges in a complex environment and conclude that an instrumental responsible leadership style may be effective in relatively stable settings with strong institutional arrangements, while the complex and unstable context of a post-national constellation with weak institutions calls for an integrative responsible leadership style. The latter can be expected to be more effective in dealing with political CSR challenges in a global world, contributing to closing governance gaps and producing sustainable outcomes for societie

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Our Collaborative Future: Activities and Roles of Stakeholders in Sustainability‐Oriented Innovation

2017

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While stakeholders have long been at the forefront of sustainable development debates, the emphases have tended to be on different stakeholder pressures, or managing stakeholder expectations about controversial issues. In this paper we bring a fresh direction to these debates and ask in what ways different stakeholders can contribute to sustainable innovation in firms. Based on 80 semi‐structured interviews, we conduct a fine‐grained qualitative analysis of stakeholder activities in sustainability‐oriented innovation (SOI) processes in 13 different companies across Europe. Our analysis identifies eight roles that stakeholders play in SOI processes: stimulator, initiator, broker/mediator, concept refiner, legitimator, educator, context enabler and impact extender. More traditional roles such as legitimator and educator are less common in our cases. However, emerging roles such as stimulator, concept refiner, context enabler and impact extender are clearly identifiable and could be particularly valuable for SOI. We enhance a collaborative perspective of stakeholder theory, finding that stakeholders can play highly collaborative and proactive roles, and argue that secondary stakeholders may actually be more relevant for SOI than primary stakeholders. Copyright © 2017 John Wiley & Sons, Ltd and ERP Environment

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Global Policies and Local Practice: Loose and Tight Couplings in Multi-Stakeholder Initiatives

Cited by 41 publications

References 81 publications

Managing for Political Corporate Social Responsibility: New Challenges and Directions for PCSR 2.0

Managing for Political Corporate Social Responsibility: New Challenges and Directions for PCSR 2.0

Business Statesman or Shareholder Advocate? CEO Responsible Leadership Styles and the Micro‐Foundations of Political CSR

Our Collaborative Future: Activities and Roles of Stakeholders in Sustainability‐Oriented Innovation

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