The Use of Democratic Values in the ISO 26000 Process on Social Responsibility

Hallström, Kristina Tamm

doi:10.4337/9781849803533.00009

Cited by 8 publications

(6 citation statements)

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“…travel budgets) limit their participation in transnational processes of standard development and thus influence the content of the resulting standards. The development of standards is often a political and conflict-laden process in which some experts are not given sufficient voice (Gilbert & Rasche, 2007; Tamm Hallström, 2008, 2010). On the whole, frequent and lasting interactions among a group of experts tend to create trustful relationships and promote common values (Isaak, 2006).…”

Section: Standards In Organization Studies: Three Perspectivesmentioning

confidence: 99%

The Dynamics of Standardization: Three Perspectives on Standards in Organization Studies

Brunsson

Rasche

Seidl

2012

Organization Studies

296

217

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This paper suggests that when the phenomenon of standards and standardization is examined from the perspective of organization studies, three aspects stand out: the standardization of organizations, standardization by organizations and standardization as (a form of) organization. Following a comprehensive overview of existing research in these three areas, we argue that the dynamic aspects of standardization are under-represented in the scholarly discourse. Furthermore, we identify the main types of tension associated with standardization and the dynamics they generate in each of those three areas, and show that, while standards and standardization are typically associated with stability and sameness, they are essentially a dynamic phenomenon. The paper highlights the contributions of this special issue to the topic of standards as a dynamic phenomenon in organization studies and makes suggestions for future research. AbstractThis article suggests that when the phenomenon of standards and standardisation is examined from the perspective of organisation studies three aspects stand out: the standardisation of organisations, standardisation by organisations, and standardisation as (a form of) organisation. Following a comprehensive overview of existing research in these three areas, we argue that the dynamic aspects of standardisation are underrepresented in the scholarly discourse. Furthermore, we identify the main types of tension associated with standardisation and the dynamics they generate in each of those three areas, and show that, while standards and standardisation are typically associated with stability and sameness, they are essentially a dynamic phenomenon. The article highlights the contributions of this special issue to the topic of standards as a dynamic phenomenon in organisation studies and makes suggestions for future research.

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Section: Standards In Organization Studies: Three Perspectivesmentioning

confidence: 99%

The Dynamics of Standardization: Three Perspectives on Standards in Organization Studies

Brunsson

Rasche

Seidl

2012

Organization Studies

296

217

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“…In these SDOs, standards are developed in highly specialized technical committees, subcommittees and working groups. Technical standardization is demanding: technical knowledge, material resources and social capital are just three of a range of conditions participants are required to meet should they seek to shape standard setting (Tamm Hallström, 2010). Hence, although most SDOs are open and transparent, standards tend to be the product of negotiations and compromise among those competitors that can afford participation (Brunsson and Jacobsson, 2002).…”

Section: Standards and Standard Settingmentioning

confidence: 99%

The Externalization of China's Technical Standardization Approach

Rühlig¹,

Brink²

2021

Development and Change

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International technical standardization has always been shaped by the externalization of the domestic standard systems of the most technologically advanced countries. China's growing technological footprint is no exception, and it has the potential to significantly reshape international technical standard setting. In contrast particularly to European standardization, which is realized through coordinated private self-regulation, China has adopted a state-centric approach. Based on the international and comparative political economy literature on China's global externalization, and through research on technical standardization, this article investigates 5G standard setting within formal international standard-developing organizations and de facto standardization of railways within the Belt and Road Initiative. By triangulating data from interviews, policy documents and other primary and secondary sources, the article systematically analyses China's standardization practices, which also affords insight into the implications for international standardization.

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“…Improved means, such as increasing financial support and awareness about work programmes and roadmaps for standards, need to be established to attract other organizations that represent social and environmental interests to participate and communicate on standardization needs. Further, oversight mechanisms such as "scheduling time at work meetings for stakeholder debate within each stakeholder category, encouraging specific stakeholder comments and keeping track on statistics on stakeholder representation at meetings" 58 , could also deliver beneficial outcomes in the nanotechnology standardization processes.…”

Section: Discussionmentioning

confidence: 99%

The Drive Towards Nanotechnology Standardization: Shifting Roles in Governance and Key Challenges

Kica

2012

Eur. j. risk regul.

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The Use of Democratic Values in the ISO 26000 Process on Social Responsibility

Cited by 8 publications

References 0 publications

The Dynamics of Standardization: Three Perspectives on Standards in Organization Studies

The Dynamics of Standardization: Three Perspectives on Standards in Organization Studies

The Externalization of China's Technical Standardization Approach

The Drive Towards Nanotechnology Standardization: Shifting Roles in Governance and Key Challenges

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