The institutional consequences of decoupling exposure

Hensel, Przemysław; Guérard, Stéphane

doi:10.1177/1476127019831023

Cited by 9 publications

(12 citation statements)

References 144 publications

(159 reference statements)

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“…There are some studies that link organizational consequences (Meyer & Rowan, 1977; Sendlhofer, 2019), but less is known when decoupled organizations are exposed. Institutional consequences in the form of sanctions; the exposed organization's reactions; and evaluation of members within the institutional field witnessing the exposures to institutional maintenance and disruption (Hensel & Guérard, 2019) need to be explored further.…”

Section: Discussionmentioning

confidence: 99%

“…Therefore, there is a dire need to explain and understand how different types of sanctions may affect institutionalized CSR decoupling. In addition to the sanctions, exposed organizations' reactions and evaluations by stakeholders may help understand the institutionalized consequences of decoupling (Hensel & Guérard, 2019) or lack thereof.…”

Section: Why and How Decoupling Occurs And What Happens Afterwardsmentioning

confidence: 99%

“…Despite longstanding calls to study the elements that inhibit decoupling (Hensel & Guérard, 2019; Orton & Weick, 1990; Sauder & Espeland, 2009), there remains little evidence on when, why and how decoupling occurs (de Bree & Stoopendaal, 2020; Hallett & Ventresca, 2006; Khan et al, 2019). However, researchers now recognize the growing influence of external environmental forces on businesses (Aharonson & Bort, 2015; Basu et al, 1999) including regulation (Heese et al, 2016; Scott, 2014) and the pursuit of legitimacy (Suchman, 1995; Suddaby et al, 2017).…”

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

Corporate social responsibility decoupling in developing countries: Current research and a future agenda

Khan

Lockhart

2022

Business and Society Review

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The aim of this paper is to present an institutionally grounded account of CSR decoupling in developing countries. Businesses in developing countries face institutional conditions significantly different to that in developed countries. As a result of these differences, there is an increasing demand on organizations in developing countries to comply with what are observed to be diffuse CSR standards—to which they thereby engage by decoupling. These observations result in the need to re‐examine the classic argument of decoupling and produce a more effective understanding of why and how CSR decoupling exists in such contexts. Little is known about the consequences of decoupling for organizations and society at large. We provide examples of decoupling in the developing world and present a comprehensive agenda for future research that explains why decoupling is pervasive and rapid change is, sadly, unlikely.

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Section: Discussionmentioning

confidence: 99%

Section: Why and How Decoupling Occurs And What Happens Afterwardsmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Corporate social responsibility decoupling in developing countries: Current research and a future agenda

Khan

Lockhart

2022

Business and Society Review

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“…This latter understanding embodies the main theoretical contribution of the present study. In this spirit, the study embraces Hensel and Guérard's (2020) hint about the scarce literature regarding the consequences of decoupling performance. For this purpose, it unveils some modes and implications of narrative-fact decoupling (Crilly et al, 2016;Holtbrügge & Conrad, 2020;Siano et al, 2017;Thummes, 2018), adjusted to the practice of CC.…”

Section: Discussionmentioning

confidence: 99%

Understanding decoupling: Untruthful company crisis communication in Latin America

Contreras-Pacheco

Claasen

Garrigós‐Simón

2021

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Purpose: This work analyzes how decoupling is used by offending companies in response to environmental crisis incidents in the Latin American context. Ethical implications and its links to legitimacy are considered.Design/methodology/approach: The research relies on a multi-case study approach, where four major environmental incidents involving four natural resource companies in Venezuela, Colombia, Mexico, and Argentina are analyzed. By examining public sources, the crisis communication processes performed by these companies are studied in order to allow for the linking of theory and practice.Findings: Results obtained suggest that, in an attempt to defend their legitimacy, companies deliberately conveyed untruthful messages and decoupled their communication in crisis from reality, resulting in ethical concerns for the practice of both crisis management and crisis communication.Research limitations/implications: By emphasizing the link between legitimacy and communication in crisis scenarios, the study illustrates how decoupling (i.e., untruthful communication practices) can be performed as a crisis management strategy. However, due the constraints of case studies, it is acknowledged that the paper has limitations for generalization.Originality/value: This work identifies four different decoupling-based crisis communication strategies performed by companies, and the way these are accompanied with secondary strategies. Furthermore, by focusing on Latin America, the study reflects the potential impact that the geographical context may have on the company’s crisis communication strategy and ultimately its legitimacy.

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“…In contrast, in situations of high institutional stability, visions for change are likely to be suppressed (Bitektine and Haack, 2015). Divergent behavior is punished, and institutions are maintained (Hensel and Guérard, 2020). In such stable situations, divergent opinions cannot be raised (Hoon, 2014) and a sense of shame may fuel the reproduction of institutions (Creed et al, 2014).…”

Section: Institutional Changementioning

confidence: 99%

The communicative constitution of institutional change in expression games

Krautzberger

Fohim

Cooren

et al. 2020

Strategic Organization

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Neo-institutional theory has recently advanced our understanding of the early phase of institutional change but presupposes contexts in which verbally and nonverbally expressing the intended institutional change within a group is already possible. We develop a process model that explains how change agents conceal and reveal their intentional work on institutional change over time to avoid painful sanctions and counteractions. The model describes how change agents proceed from the first moment of forming the intention to promote institutional change until change is sedimented through diffused taken-for-granted behavior. It advances the understanding of how individual and collective actors communicatively influence the macro-pathways of institutional change. The model offers new insights into the very first moments of institutional change processes, the ability to change institutions, the role of ambiguity in change processes, and how change agents slowly and fundamentally change institutions.

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The institutional consequences of decoupling exposure

Cited by 9 publications

References 144 publications

Corporate social responsibility decoupling in developing countries: Current research and a future agenda

Corporate social responsibility decoupling in developing countries: Current research and a future agenda

Understanding decoupling: Untruthful company crisis communication in Latin America

The communicative constitution of institutional change in expression games

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