Legitimacy, Visibility, and the Antecedents of Corporate Social Performance: An Investigation of the Instrumental Perspective

Abstract

Using institutional theory as the foundation, this study examines the role of organizational visibility from a variety of sources (i.e., slack visibility, industry visibility, and visibility

A Co-Word Analysis of Organizational Constraints for Maintaining Sustainability

“…For instance, individual ability and effort can be affected directly by inadequate resources, which can also mediate the relationships between individual ability, effort, and individual performance [72], policy change and the poor implementation of some plans in a mental health services organization can be due largely to resource constraints [87], the efforts of managers to balance the interests of stakeholders can be constrained by indivisible resources [88], innovative performance in Swiss-based firms can be constrained by the application of firm resources [70], and task performance by Machiavellian employees can be influenced by resource constraints [74]. In addition, organizational identity as a constraint can influence strategic action [89], while legitimacy is a phenomenon that can constrain change and put organizations under pressure to conform to their institutional environments [90], and people will increase skills their sense making skills when they are socialized to treat constraints as self-imposed.…”

Corporate Political Strategies and Economic Performance-From the Perspective of Legitimacy

“…Relationship-oriented and transaction-oriented political strategies can largely improve corporate economic performance, provided that legitimacy was ignored [2]. Therefore, in the process of development, enterprises must keep pace with times, break through the traditional strategic thinking with market as the core fundamentally, according to the current development of external market and strive to respond to changes in the external environment using subjective political strategies, in order to seek better development paths.…”

Foundations of Responsible Leadership: Asian Versus Western Executive Responsibility Orientations Toward Key Stakeholders

“…In this study, we consequently explore how leaders' responsibility orientations may vary across different Western and Asian societies. A better insight into cross-national variations in leaders' responsibility orientations is important if we are to better understand factors influencing senior-executive perceptions of the role of business in society and the legitimacy of stakeholder claims; the strategies and approaches available to them for addressing the needs of different stakeholder groups; and how companies and their leaders gain legitimacy and social acceptance in the various institutional environments in which they operate (Aguilera et al 2007;Chiu and Sharfman 2011;Doh and Guay 2006).…”