Social Movements, Stakeholders and Non-Market Strategy.

Cover -- Title -- Copyright -- Contents -- List of Contributors -- Editorial Advisory Board -- Introduction: Integrating Research Perspectives on Business and Society -- Abstract -- Business, Society, and Organizational Theory -- Opportunities for Integration and Advancing the Field -- Mobilization -- Role of the State -- Varieties of Stakeholders -- Repertoires of Organizational Activity -- Managerial Decision Making -- Papers in this Volume -- Social Movements and Organizational Theory -- Social Movements and Stakeholders -- Social Movements and Non-Market Strategy -- Conclusion -- References -- Section I. Social Movements and Organizational Theory -- Chapter 1. Plug Power. Social Movements and Electric Vehicle Charging Stations in California, 1995-2012 -- Abstract -- Social Movements and Public Goods -- Qualitative Evidence -- Quantitative Analysis -- Models and Methods -- The Control Function Approach -- Results -- Robustness Checks -- Additional Evidence: EAA Member Evangelism and Voting -- Electric Car Consumers -- Alternative IV Specifications -- Range Estimates of Unobservable Bias -- Discussion -- NOTES -- References -- Chapter 2. Negotiating Moral Boundaries: Social Movements and the Strategic (Re)definition of the Medical in Cannabis Markets -- Abstract -- Introduction -- From Compassion to Wellness: Framing the Medical in Cannabis Markets -- Theoretical Development -- Morally and Legally Contested Markets -- Framing the Morality of Markets -- Stage 1: Amplifying Frames, Respecting Moral Boundaries -- Stage 2: Extending the Frame to Expand the Market's Customer Base -- Stage 3: Market Emergence and Frame Transformation -- Data and Measures -- Dependent Variables -- Predictor Variables -- Control Variables -- Plan of Analysis -- Results -- Discussion -- Notes -- Acknowledgments -- References.

Chapter 3. Movement-Led Institutional Change: Uncertainty, Networks, and the Diffusion of Contentious Practices in Organizational Fields -- Abstract -- Phases of Movement-Led Institutional Change -- The First Phase: Practice Emergence and Uncertainty about Viability -- The Second Phase: Practice Development, Contestation, and Uncertainty about Legitimacy -- The Third Phase: Practice Implementation, Conformity, and Uncertainty about Roles and Positions -- Diffusion, Uncertainty, and Networks: The Case of Domestic Partner Benefits in Corporate America -- Qualitative Method -- The First Phase: Uncertainty about Viability (1990-1996) -- The Second Phase: Uncertainty about Legitimacy (1997-2001) -- The Third Phase: Uncertainty about Role Conformity (2002-2007) -- Networks Shaping Diffusion and Decision-Maker Uncertainty -- Quantitative Data and Method -- Event History Model Results -- Discussion -- Contributions to Social Movement Research -- Contributions to Institutional Change Research -- Limitations and Future Research Directions -- Conclusion -- Notes -- Acknowledgments -- References -- Appendix 1: Weibull Model Predicting LGBT Group Formation within Fortune 500 Companies -- Appendix 2: HR Managers' Benchmarking Network in the Fortune 500 -- Chapter 4. Social Movement Theory's Contribution to Understanding Activism Around Corporations and Markets -- Abstract -- First Phase: Establishing Associations between Movement Activities and Outcomes -- Second Phase: Examining Interactive Effects of Opportunity Structures -- Third Phase: Paying Attention to Stages -- Inspiration for Future Research -- NOTES -- References -- Section II. Social Movements and Stakeholders -- Chapter 5. The Negative Relationship Between Event-Specific Corporate Social Responsibility and Shareholder Value -- Abstract -- Introduction -- Theory and Hypotheses Development.

Generic CSR as Risk Management -- Event-Specific CSR -- Unequal Sanctions from Activists -- The Collapse of Rana Plaza -- Data and Methodology -- Sample -- Empirical Specification -- Independent Variables -- Control Variables -- Results -- Robustness Tests -- Discussion and Conclusion -- Limitations and Future Work -- Key Findings -- Conclusion -- Notes -- References -- Chapter 6. Bridging Social Movement and Industrial Relations Theory: An Analysis of Worker Organizing Campaigns in the United States and China -- Abstract -- Introduction -- A Brief Overview of SM Theory -- A Brief Overview of IR Theory -- Diverging and Responding -- Internal Mobilizing Structures: Organizational Structure, Leadership, and Membership Resources -- External Mobilizing Structures: Political Opportunities and Institutional Context -- Mobilizing Cultures: The Importance of Framing and Class-Based Solidarity -- Case Studies: Carwash Campaign in Los Angeles and Shoe Factory Strike in Dongguan -- Case One: Mobilizing Carwasheros in the United States -- Internal Mobilizing Structure: Building an Innovative Community-Labor Alliance -- External Mobilizing Structure: Finding Opportunities in the City and in the Law -- Mobilizing Cultures: Emphasis on Popular Education and Their Social and Political Rights -- Case Two: Mobilizing Shoe Factory Workers in China -- Internal Mobilizing Structures: The Role of NGOs and Social Media Platforms -- External Mobilizing Structures: Taking Advantage of China's Labor Laws Reform -- Mobilizing Cultures: Going Beyond Legal Rights Language -- Conclusion -- Notes -- Acknowledgments -- References -- Chapter 7. Not a Drop to Drink? Drinking Water Quality, System Ownership, and Stakeholder Attention -- Abstract -- Introduction -- Ownership, Stakeholders, and Service Quality -- Global Water Conflicts and the Public versus Private Debate.

Public versus Private Ownership -- Stakeholders, System Visibility, and Service Quality -- Procedural versus Substantive Compliance with Quality Norms -- Data Sources and Summary Statistics -- Municipal Water System Monitoring and Violations -- Summary Statistics -- Empirical Specification and Regression Results -- Discussion -- Conclusions -- NOTES -- References -- Chapter 8. Influence Stakeholders, Influence the World -- Abstract -- Background -- The Central Role of Primary Stakeholders -- Accounting for Stakeholder Cognition -- Looking Ahead -- Conclusion -- Note -- References -- Section III. Social Movements and Non-Market Strategy -- Chapter 9. On Two Sides of the Smoke Screen: How Activist Organizations and Corporations Use Protests, Campaign Contributions, and Lobbyists to Influence Institutional Change -- Abstract -- Introduction -- Theory and Hypotheses -- Hypotheses -- Protests -- Campaign Contributions -- Lobbyists -- Contextual Influences -- Methods -- Data Sources and Measures -- Model and Analyses -- Results -- Robustness Checks -- Discussion -- Limitations and Future Research -- Notes -- Acknowledgments -- References -- Chapter 10. Failure or Success? Defensive Strategies and Piecemeal Change Among Racial Inequalities in the Brazilian Banking Sector -- Abstract -- Introduction -- Literature Review -- Social Movements and Organization Studies -- Fields and Field Positions -- Social Movements between Collaboration and Cooptation -- Methods and Empirical Setting -- Longitudinal Case Study and Multilevel Analysis -- Data Collection -- Research Setting -- IARA -- Educafro -- Zumbi dos Palmares Citizenship University -- Labor Relations and Inequality Studies Center -- MPT -- Banking Sector and Racial Inequalities -- Case Narrative and Analysis -- Historical Context -- The Myth of Racial Democracy: Racism and Racial Inequalities in Brazil.

The International Human Rights Arena and the Development of Affirmative Action in Brazil -- The Black Movement Versus the Banking Industry: The Paradox of Failure -- Starting a Litigation Campaign -- Intensifying the Demonstrations: Confrontation Opening Room for Cooptation -- Discussion -- NOTES -- References -- Chapter 11. Non-Market Strategy and Social Movements Research: What Are the Gains from Trade? -- Abstract -- NMS Research -- Social Movements Research -- Building a Common Framework for Understanding -- Modeling: Mature and Premature -- Directions for Future Research -- Note -- References -- Afterword: Broadening Business and Society Research: A Postscript on the Limits of Strategic Action -- Abstract -- Toward an Broader Institutional Analysis of Business and Society -- References -- Index.

This edited collection brings together research that bridges the domains of stakeholder theory, non-market strategy and social movement theory.

Description based on publisher supplied metadata and other sources.

Electronic reproduction. Ann Arbor, Michigan : ProQuest Ebook Central, 2024. Available via World Wide Web. Access may be limited to ProQuest Ebook Central affiliated libraries.