“Teaching the Sushi Chef”: Hybridization Work and CSR Integration in a Japanese Multinational Company

Acquier, Aurélien; Carbone, Valentina; Moatti, Valérie

doi:10.1007/s10551-015-3007-4

Cited by 35 publications

(59 citation statements)

References 88 publications

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“…These results enrich prior conceptualisations of the political dimension of institutional work by showing how relatively ill-prepared and resource-less actors shaped the changes triggered by the adoption of a global CSR programme. Our results confirm that institutional work can be channelled through coercive political dynamics (Perkmann & Spicer, 2008), leading sometimes to irreconcilable politics, as well as less obtrusive forms of power within organisations (Acquier et al, 2018;Daudigeos, 2013;Gond et al, 2018). These findings also enrich the existing repertoire of unobtrusive tactics by showing how deliberative politics can be used as a strategy to compensate for their lack of power.…”

Section: Implications For Institutional Work: Interactivity and Politicssupporting

confidence: 74%

Revisiting Politics in Political CSR: How coercive and deliberative dynamics operate through institutional work in a Colombian company

Acosta

Acquier

Gond

2019

Organization Studies

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This article analyses the political dynamics taking place within a Colombian supplier company during the implementation of a client’s global Corporate Social Responsibility (CSR) programme, which radically transformed the local understandings of the supplier’s social responsibilities. We distinguish two forms of politics in political CSR – coercive and deliberative politics – and examine how they unfold through lower-level managers’ institutional work. Our longitudinal case study identifies four types of institutional work, which combine into three political configurations – irreconcilable politics, complementary politics and aligned deliberative politics – resulting in the hybridization of explicit and implicit CSR. By analysing how local managers from emerging countries and at the bottom of the supply chain cope with the new political role of MNCs, we expand the political microfoundations of CSR and highlight the interactive and political nature of institutional work aimed at addressing major societal challenges.

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Section: Implications For Institutional Work: Interactivity and Politicssupporting

confidence: 74%

Revisiting Politics in Political CSR: How coercive and deliberative dynamics operate through institutional work in a Colombian company

Acosta

Acquier

Gond

2019

Organization Studies

Self Cite

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“…Also, the challenge for MNCs to implement CSR strategies and ethical practices to overseas subsidiaries is recognized, particularly in the consideration of how well it would work for headquarter-based policies to be implemented to local subsidiaries (see Acquier et al 2018). The elusiveness of gong qi suggests that rather than applying a clearly-defined and pre-fixed ethical concept, the intentional ambiguity of notions like gong qi offers potential and encouragement for local interpretations and practical adaptations.…”

Section: Discussionmentioning

confidence: 99%

“…This is expressed in one of Japan's most famous slogans from the Meiji Restoration, 'Eastern ethics, Western science' (Dollinger 1988;Kimura and Nishikawa 2018). Although the bursting of the 'bubble economy' reduced some Western fascination towards Japanese business practices, understanding different ways of thinking and ethical practices of Japanese corporations and their overseas subsidiaries remains highly relevant for business ethicists (Acquier et al 2018;Endo et al 2015;Kimura and Nishikawa 2018).…”

Section: Gong Qi: An Endogenous Metaphor For a Virtuous Corporationmentioning

confidence: 99%

The Inclusiveness and Emptiness of Gong Qi: A Non-Anglophone Perspective on Ethics from a Sino-Japanese Corporation

2019

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This article introduces a non-Anglophone concept of gong qi (communal vessel, 公器) as a metaphor for 'corporation'. It contributes an endogenous perspective from a Sino-Japanese organizational context that enriches mainstream business ethics literature, otherwise heavily reliant on Western traditions. We translate the multi-layered meanings of gong qi based on analysis of its ideograms, its references into classical philosophies, and contemporary application in this Japanese multinational corporation in China. Gong qi contributes a perspective that sees a corporation as an inclusive and virtuous social entity, and also addresses the elusive, implicit, and forever evolving nature of organizational life that is rarely noticed. We propose gong qi can be applied in other organizations and wider cultural contexts to show a new way of seeing and understanding business ethics and organization. Rather than considering virtue as a list of definable individual qualities, we suggest that the metaphor of gong qi reveals how virtue can be experienced as indeterminate, yet immanently present, like the substance of emptiness. This, then allows us to see the virtue of immanence, the beauty of implicitness, and hence, the efficacy of gong qi.

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“…Previous studies also advocate that the recognition of sustainability paradoxes can be a process, during which rhetoric operates as a main communication and sense-giving tool (Waldman and Bowen, 2016;Acquier et al, 2018). For example, Winkler et al (2020) determine that self-persuasive CSR rhetoric would draw attention to any practices deviating from an organization's ambitious vision, resulting in tensions.…”

Section: Actors' Paradoxical Cognitionmentioning

confidence: 99%

“…When investigating management of the corporate sustainability paradox, the main focus of the existing literature is on social enterprises or non-profit organizations, not for-profit organizations (Smith et al, 2013;Battilana et al, 2015;Wry and York, 2017;Child, 2020). Yet tensions are also embedded in the often hybrid forms of for-profit organizations, bringing paradox management insights to researchers (e.g., Smets et al, 2015;Acquier et al, 2018;Schneider and Clauß, 2020). Moreover, for-profit organizations, originally holding a business logic, may experience hurdles that are significantly different from those of social enterprises when pursuing corporate sustainability.…”

Section: Agenda For Future Researchmentioning

confidence: 99%

Corporate Sustainability Paradox Management: A Systematic Review and Future Agenda

et al. 2020

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Increasing evidence suggests that corporate sustainability is paradoxical in nature, as corporates and managers have to achieve economic, social, and environmental goals, simultaneously. While a paradox perspective has been broadly incorporated into sustainability research for more than a decade, it has resulted in limited improvement in our understanding of corporate sustainability paradox management. In this study, the authors conduct a systematic review of the literature of corporate sustainability paradox management by adopting the Smith–Lewis three-stage model of dynamic equilibrium. The results reveal the following: (1) Both environmental and cognitive factors manifest tensions arising from the sustainability paradox. (2) While both proactive and defensive strategies are adopted to manage the tensions embedded in the corporate sustainability, the proactive strategy is more extensively studied in the current literature. (3) Management strategies of corporate sustainability paradox are characterized as multi-level, multi-stage, and dealing with multiple paradoxes. (4) Proactive strategies enable organizations to enjoy short-term and long-term sustainability benefits. The authors call for further research explicitly addressing the following areas: (1) the paradoxical nature of corporate sustainability management; (2) corporate sustainability paradox management of for-profit organizations; (3) the micro-foundations of corporate sustainability paradox management; (4) defensive strategies and new proactive strategies; and (5) a unified standard of sustainability outcomes. The practical implications of this review are then elaborated. In practice, the results imply that organizations would best manage the corporate sustainability paradox by understanding the paradox and its equilibrium stages. This review and proposed research agenda are expected to deepen interdisciplinary knowledge and set the stage for interested scholars to undertake in their future inquiries.

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“Teaching the Sushi Chef”: Hybridization Work and CSR Integration in a Japanese Multinational Company

Cited by 35 publications

References 88 publications

Revisiting Politics in Political CSR: How coercive and deliberative dynamics operate through institutional work in a Colombian company

Revisiting Politics in Political CSR: How coercive and deliberative dynamics operate through institutional work in a Colombian company

The Inclusiveness and Emptiness of Gong Qi: A Non-Anglophone Perspective on Ethics from a Sino-Japanese Corporation

Corporate Sustainability Paradox Management: A Systematic Review and Future Agenda

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