The Influence of Retail Management’s Use of Social Power on Corporate Ethical Values, Employee Commitment, and Performance

Biong, Harald; Nygaard, Arne; Silkoset, Ragnhild

doi:10.1007/s10551-010-0523-0

Cited by 37 publications

(40 citation statements)

References 100 publications

(107 reference statements)

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“…Finally, the development of an organizational attitude toward CSR can also align organizational member behavior with stakeholder expectations, thus enhancing corporate reputation. Employee trust and cooperation (Davis and Rothstein 2006;Prottas 2008) Organizational commitment and employee motivation (Biong et al 2010;Grant 2007;Maignan et al 1999;Treviño et al 1999;Valentine and Barnett 2003;Vitell and Singhapakdi 2008) Organizational attractiveness (Bhattacharya et al 2008;Greening and Turban 2000;Turban and Greening 1996) Organizational creativity and capability development (Paine 2003;Sharma and Vredenburg 1998;Valentine et al 2011) End markets, customers and clients Design, development and communication of CSR-based initiatives, programs, offers (Bhattacharya and Sen 2004;Bhattacharya et al 2009;Brown and Dacin 1997;Smith 2003) Consumer perceptions and attitudes toward the firms (Folkes and Kamins 1999;Lev et al 2010;Marin et al 2009;…”

Section: Csr-related Organizational Driversmentioning

confidence: 99%

Deconstructing the Relationship Between Corporate Social and Financial Performance

et al. 2011

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For four decades, research on the role and responsibilities of business in society has centered on the business case for corporate social responsibility (CSR) and an increasing number of studies on the corporate social performance (CSP)—corporate financial performance (CFP) link emerged leading to controversial results.Heeding the call for a deeper understanding of the mechanisms linking certain CSR efforts to certain performance outcomes, this study provides a stakeholder-based organizing framework rooted in an extensive review of existing literature on the link between CSP and CFP. In so doing, we aim at guiding research and practice toward less simplistic understandings of the CSP–CFP connection, thus advancing the debate over the consequences of voluntary integrating CSR into business operations and into relationships with stakeholders. By disentangling specific drivers and outcomes of the CSP–CFP link, we underline the importance of setting clear boundaries and specifying levels of analysis to generate comparable results

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Section: Csr-related Organizational Driversmentioning

confidence: 99%

Deconstructing the Relationship Between Corporate Social and Financial Performance

et al. 2011

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“…A growing number of companies emphasize ethics and corporate social responsibility when choosing suppliers (Biong et al, 2010). For example, large pension funds now penalize companies that harm the health of their employees, fail to respect human rights and otherwise renege on their corporate social responsibility because bad supplier CSR-reputation transmits to the buyer (e.g., Biong et al, 2010;Blombäck and Axelsson, 2007).…”

Section: Certification Of Corporate Social Responsibilitymentioning

confidence: 99%

“…For example, large pension funds now penalize companies that harm the health of their employees, fail to respect human rights and otherwise renege on their corporate social responsibility because bad supplier CSR-reputation transmits to the buyer (e.g., Biong et al, 2010;Blombäck and Axelsson, 2007). In general, cheating on corporate social responsibility is both an adverse selection and moral hazard problem and can be solved with the same mechanisms as when product quality is uncertain.…”

Section: Certification Of Corporate Social Responsibilitymentioning

confidence: 99%

Choice of subcontractor in markets with asymmetric information: reputation and price effects

Biong

2013

Journal of Business &Amp; Industrial Marketing

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Purpose -Buyers assessing bids from suppliers of experience services face both an adverse selection and a potential moral hazard problem. The purpose of this study is to examine (1) the relative importance of various signals of supplier reputation conveying information about unobserved supplier quality, which is important for identifying the best tender; and whether price is contingent on (2) supplier reputation, and (3) on buyer's quality sensitiveness in a competitive bidding situation.Design/methodology/approach -This study builds on a conjoint experiment where 19 contractors consider alternative scenarios representing tenders from subcontractors of plumbing services. In the scenarios the subcontractors differ on their reputation and price variables, while the contractors differ in their quality sensitiveness. Multiple regressions analyzes the contingent price effects.Findings -Although low price is generally important for subcontractor selection, quality sensitive buyers are willing to pay subcontractors a price premium to prevent quality debasement. On the other hand, despite the combined significance of supplier reputation on choice, buyers are not willing to pay price premiums to suppliers with a quality reputation.Research limitations/implications -Conjoint studies produce multiple cases but the underlying sample is limited. Therefore, this study should be regarded as preliminary and a basis for further validation on larger samples.Practical implications -In competitive bidding situations, suppliers with strong quality reputations may benefit most by low price offers. Thus, suppliers with a strong reputation should achieve profitability through a volume premium rather than a price premium effect. Suppliers opting for price premiums should target the quality sensitive segment of the market.Originality/value -In contrast to previous findings in B2B brand equity studies, but in line with findings in information economics, this study suggests that suppliers with a reputation for quality will not receive price premiums. The results indicate that in bidding contexts in B2B markets, the reputation variables may enhance rather than reduce buyers' price sensitivity, because supplier reputation increases low price credibility.

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“…The literature on social power discusses the effects of group size (Granovetter, 1978, Olson, 1965, social norms (Biong et al, 2010, Coleman, 1988, social pressure (Ahuja, 2000), and social structure (Chwe, 1999, Coleman, 1988.…”

Section: Introductionmentioning

confidence: 99%

Negative and positive effects of social capital on co‐located firms' withholding efforts

Silkoset

2013

European Journal of Marketing

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Purpose -This study aims to demonstrate that the investments in social capital do not always pay off. Although an important function of social capital is its potential for influencing co-located companies' opportunistic behavior, social capital also has a negative side. This study seeks to examine the negative and positive effects of the social capital dimensions on a company's profitability and on the perception that co-located firms free ride and shirk. Design/methodology/approach -By including data from 224 firms in 112 true-paired dyadic relationships, this study provides a unique and valid basis for empirical study within SEM analysis. The ability to link different information sources in the analysis creates a unique data set that controls for the confounding effects of common method biases in the analysis. Findings -Markets with a low degree of collective activity gain less advantage from cognitive social capital, because its primary effect lies in its transparency and ability to detect opportunistic behavior. The effect of relational social capital is more stable because of the positive direct effect on profitability. Structural social capital indicates markets that would benefit from creating private incentives with the intention to transfer collective activities into private payoffs. This reduces the need to follow up the co-localized businesses. Originality/value -This study shows that the dimensions of social capital vary regarding whether they reduce or facilitate the perceived withholding efforts by co-located firms.

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The Influence of Retail Management’s Use of Social Power on Corporate Ethical Values, Employee Commitment, and Performance

Abstract: business ethics, power, stakeholder, retailing, mystery shoppers, ethical values,

Cited by 37 publications

References 100 publications

Deconstructing the Relationship Between Corporate Social and Financial Performance

Deconstructing the Relationship Between Corporate Social and Financial Performance

Choice of subcontractor in markets with asymmetric information: reputation and price effects

Negative and positive effects of social capital on co‐located firms' withholding efforts

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