Serving differently: CEO regulatory focus and firm stakeholder strategy

Gamache, Daniel; Neville, François; Bundy, Jonathan; Short, Cole Evan

doi:10.1002/smj.3134

Cited by 92 publications

(107 citation statements)

References 118 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…The notion that CEOs carry influence over a firm's stakeholders, such as social activists, is generally well accepted across management and organizational sciences (Briscoe et al, 2014;Fanelli & Misangyi, 2006;Gamache et al, 2020;Hambrick & Wowak, 2021;Weber et al, 2009). Given their roles as strategic leaders and personifications of their firms, CEOs are uniquely positioned to leverage social influence tactics to manipulate stakeholders' evaluations of the firm (Fanelli & Misangyi, 2006;Hambrick & Lovelace, 2018;Hambrick & Wowak, 2021;Mintzberg, 1973).…”

Section: Ceo Public Responses To Social Activismmentioning

confidence: 99%

“…They could take a defensive stance toward the proposal (i.e., the proposal is omitted via the firm's successful challenge to the Securities and Exchange Commission (SEC)), the firm could take a neutral stance (i.e., the proposal goes to vote at the annual meeting), or the firm could be accommodative (i.e., the proposal is withdrawn by the submitting stakeholder because the firm is willing to negotiate in hopes of addressing the stakeholder's concerns). Prior research has used these categories in a similar defensive-accommodative continuum fashion (Gamache et al, 2020;McDonnell et al, 2015;Rehbein et al, 2013).…”

Section: The Range Of Ceo Public Responses To Social Activistsmentioning

confidence: 99%

“…My study makes several novel contributions to management and organizational research. First, I advance research on the role and influence of CEOs over a firm's stakeholder strategy, including their relationships with social activists (Briscoe et al, 2014;Chin et al, 2013;Gamache et al, 2020;Mazutis, 2013;Weber et al, 2009). Specifically, I revisited the "spokesman role" of the CEO (Mintzberg, 1973) and how it might influence social activism in and around their firms.…”

Section: Contributions To Theorymentioning

confidence: 99%

“…In this vein, management and organizational scholars have increasingly recognized the important role that CEOs play in shaping firm stakeholder strategy. For example, recent work has demonstrated that CEOs' decisions to emphasize social initiatives are traceable to various individual-level attributes-including political and social orientation (Chin et al, 2013;Mazutis, 2013), regulatory focus (Gamache et al, 2020), and compensation (Kang, 2015). Similarly, research occurring at the nexus of firms and social activism has recognized CEOs as key actors who can influence the dynamics of firm-social activist interactions (Briscoe et al, 2014;Weber et al, 2009).…”

mentioning

confidence: 99%

“…With this study, I make important contributions to management and organizational research. First, I add to research on the influence of CEOs over firm stakeholder strategy, including managing social activism (Briscoe et al, 2014;Chin et al, 2013;Gamache et al, 2020;Mazutis, 2013;Weber et al, 2009). Concretely, I provide a useful initial demonstration of the performative role CEOs can take to manage social activism in and around their firms.…”

mentioning

confidence: 99%

See 4 more Smart Citations

Examining the Conflicting Consequences of CEO Public Responses to Social Activist Challenges

Neville

2020

Business & Society

Self Cite

View full text Add to dashboard Cite

While the notion that CEOs have a general influence over their firms’ stakeholder strategies is well accepted, little attention has been given to how CEOs can actively and performatively manage social activism in and around their firms. I seek to develop an initial understanding of this phenomenon by examining some of the critical consequences of CEOs’ public responses to social activist challenges. Drawing on instrumental stakeholder theory and social movement theory, I recognize the dualistic nature of CEOs’ public responses to social activist challenges; that is, a single response can influence both the direct pressure received from the focal social activists confronting the firm as well as the potential pressure the firm could face in the form of additional challenges. I argue that a CEO’s accommodative public response—seen by social activists as a sign that the CEO and firm are aligned with their beliefs, values, and motivations—will be negatively associated with the focal social activists’ willingness to punish the firm. At the same time, however, a CEO’s accommodative public response sends a broader signal—reflective of the CEO and firm’s relative openness to social activism and social issues—that will be positively associated with the perceived attractiveness of the firm’s corporate opportunity structure for social activism, increasing the potential for the firm to receive additional social activist challenges. I conduct a laboratory experiment based on a real-life case and find support for my arguments. The results yield important implications for research on strategic leadership, stakeholder strategy, and social movements.

show abstract

Section: Ceo Public Responses To Social Activismmentioning

confidence: 99%

Section: The Range Of Ceo Public Responses To Social Activistsmentioning

confidence: 99%

Section: Contributions To Theorymentioning

confidence: 99%

mentioning

confidence: 99%

mentioning

confidence: 99%

See 3 more Smart Citations

Examining the Conflicting Consequences of CEO Public Responses to Social Activist Challenges

Neville

2020

Business & Society

Self Cite

View full text Add to dashboard Cite

show abstract

Do chief information officers matter for sustainable development? Impact of their regulatory focus on green information technology strategies and corporate performance

Chan

2021

Bus Strat Env

View full text Add to dashboard Cite

This study proposes and empirically tests a model delineating the relationships among a chief information officer's (CIO's) dominant regulatory focus, the corporate practice of green information technology (IT) strategies and corporate performance.It also examines the moderating role of regulatory stakeholder influence (RSI) in this model. Findings based on sampled firms operating in China have provided support for all the hypotheses. Specifically, they highlight that CIOs with a dominant promotion focus are more prone to practice green IT strategies than those with a dominant prevention focus. Moreover, RSI is found to positively moderate the impact of dominant regulatory focus on the practice of green IT strategies. This strategic practice is also found to enhance corporate performance. Last, the empirical findings reveal that a CIO's dominant promotion focus exerts a direct and positive influence on corporate performance, which suggests that this focus also serves as a direct driver for corporate performance. In sum, these findings not only enrich the extant literature on environmental management and information systems, but also provide useful insights into fine-tuning firms' CIO selection criteria and policy makers' regulatory measures to advance corporate sustainability.

show abstract

The role of CEO regulatory focus in increasing or reducing corporate carbon emissions

Wagner,

Fischer‐Kreer

2023

Bus Strat Env

View full text Add to dashboard Cite

This article contributes to the emerging stream of corporate carbon emission research, which zooms in on CEOs' responsibility in organizations' strategic decision‐making. This investigation offers new knowledge of how a CEO's regulatory focus can shape whether firms reduce their carbon footprints. Building on regulatory focus theory, this study proposes how the two distinct motivational dispositions (i.e., promotion or prevention focus) of a CEO relate to corporate carbon emissions. We empirically analyzed S&P 500 firms from 2007 to 2018. The findings indicate that CEOs with a high promotion focus are positively associated with corporate carbon emissions, whereas CEOs with a high prevention focus are negatively linked to corporate carbon emissions, with the latter relationship weakened by industry volatility. The findings reported in this study enrich carbon emission research by devoting attention to cognitive and motivational aspects of CEOs for corporate carbon management.

show abstract

Serving differently: CEO regulatory focus and firm stakeholder strategy

Abstract: Research summary: A fundamental question in stakeholder strategy research is why firms adopt certain strategies or approaches to engage with key stakeholders. Recent research suggests that CEOs' characteristics can influence their general decisions to engage

Cited by 92 publications

References 118 publications

Examining the Conflicting Consequences of CEO Public Responses to Social Activist Challenges

Examining the Conflicting Consequences of CEO Public Responses to Social Activist Challenges

Do chief information officers matter for sustainable development? Impact of their regulatory focus on green information technology strategies and corporate performance

The role of CEO regulatory focus in increasing or reducing corporate carbon emissions

Contact Info

Product

Resources

About