Achieving collaboration with diverse stakeholders—The role of strategic ambiguity in CSR communication

Scandelius, Christina; Cohen, Geraldine

doi:10.1016/j.jbusres.2016.01.037

Cited by 83 publications

(65 citation statements)

References 70 publications

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“…Similarly, there is little evidence that LG Electronics, which were engaged in social strategies, had an active political strategy in India (Han & Gundimeda, ). While these results might indicate that firms usually define the boundaries of their non‐market strategies, we argue that instead they need to think about strategic ambiguity and employ strategies to unify diverse stakeholders (Scandelius & Cohen, ).…”

Section: Discussionmentioning

confidence: 83%

Balancing social and political strategies in emerging markets: Evidence from India

Rao‐Nicholson

Khan

Marinova

2018

Business Ethics: A Eur Rev

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This article explores the substitution and complementary effects between political and social strategies on firm performance in the context of an emerging market (EM). Using in‐depth, historical case‐study approach, the article investigates how companies integrate political and social resources in this market. Corporate performance includes traditional measures, such as accounting performance and nonfinancial measures like the ease of doing business. The study finds that social strategies are stronger enablers of firm long‐term performance than political strategies. The latter have a short‐term impact on performance, but their success over time is limited. The main drawback of reliance on political resources in EMs is the lack of political stability, fragmented polity, and weak political coalitions. We identify rather limited evidence of firms using these two strategies as complements. Thus, we suggest that firms should employ both these strategies in the EM.

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Section: Discussionmentioning

confidence: 83%

Balancing social and political strategies in emerging markets: Evidence from India

Rao‐Nicholson

Khan

Marinova

2018

Business Ethics: A Eur Rev

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“…In these conditions, to drive environmental innovations to obtain positive results requires detailed knowledge and adaptation to the socio‐cultural setting and the present and future tastes, interests, and needs of stakeholders. The complexity involved in issues related to sustainability also demands efficient and effective stakeholder integration (Scandelius & Cohen, ). This complexity is another feature of eco‐innovation processes that make learning shared with stakeholders particularly useful.…”

Section: Stakeholder Integration In Eco‐innovation Processesmentioning

confidence: 99%

“…Plaza‐Úbeda, de Burgos‐Jiménez, and Carmona‐Moreno () conclude that the stakeholder integration construct comprises three dimensions: knowledge of stakeholders, interactions with stakeholders, and adaptation of firm behaviour to stakeholders' demands. According to the literature, different stakeholder engagement mechanisms enable the consolidation of these dimensions, from simple unilateral informative communication mechanisms to sophisticated participative stakeholder collaboration and cooperation systems (Green & Hunton‐Clarke, ; Lane & Devin, ; Moratis & Brandt, ; Reed, ; Scandelius & Cohen, ; Vollero, Conte, Siano, & Covucci, ). However, the different effectiveness of these mechanisms, and their mutual dependence, for fostering the adoption of proactive environmental strategies based on eco‐innovation have hardly been studied in the literature.…”

Section: Introductionmentioning

confidence: 99%

Stakeholder engagement mechanisms and their contribution to eco‐innovation: Differentiated effects of communication and cooperation

Garcés‐Ayerbe

Torres

Suárez‐Perales

2019

Corp Soc Responsibility Env

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This study analyses the effect of communication and cooperation-as engagement mechanisms of stakeholder's integration capacity-on eco-innovation intensity in firms. With this purpose, a mediation model is conducted, controlling by activity sector and firm's size. Results show that communication, as the first stakeholder engagement mechanism, has a positive effect on eco-innovation strategy and that communication is a step that comes before cooperation. Results show that cooperation with stakeholders also supports eco-innovation strategy development. It is therefore concluded that, when firms reach the greatest degree of stakeholder integration, through cooperation mechanisms, eco-innovation strategy is greater than when there is only communication. This study provides three types of contribution to the literature: First, the effects of two types of stakeholder engagement mechanisms, communication, and cooperation, on firm's eco-innovation strategy are separately analysed, as the interconnection between them. Second, the study proposes a novel way of measuring eco-innovation that enables us to consider different degrees of eco-innovative intensity based on a capital model that includes the accumulation of tangible and intangible assets derived from activities recently adopted by firms to reduce environmental impact. Third, this study provides empirical evidence to previous literature, generally case study-based, of the effect that the stakeholder integration process has on eco-innovation, through communication and cooperation mechanisms.

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“…Para alcanzar esa categoría, necesita comunicarse y orientar sus relaciones a crear colaboración con quienes hacen parte de su cadena de valor (Scandelius y Cohen, 2016). Pese a ello, lo que algunos han encontrado es que la comunicación ha sido el "vínculo ausente" en la práctica de la responsabilidad de las empresas con la sociedad (Chaudhri y Wang, 2007).…”

Section: Comunicación De La Rseunclassified

“…De aquí se deduce que, como en muchos otros casos, los diferentes actores involucrados no entienden la responsabilidad empresarial de la misma manera (Scandelius y Cohen, 2016). Para los miembros de la comunidad, puede ser vista como un apoyo permanente.…”

Section: Conclusionesunclassified

Dos caras de la responsabilidad empresarial. Relaciones entre Celsia y la comunidad de El Caney durante la construcción de la central Hidromontañitas

Hoyos

2017

Corresp. anál.

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Resumen: Este trabajo da cuenta de los aspectos más relevantes de la gestión de la responsabilidad empresarial y de las relaciones entre la empresa Celsia y un grupo de habitantes de El Caney (Santa Rosa de Osos, Colombia) durante la construcción de la central Hidromontañitas. La metodología seguida consistió en una entrevista en profundidad con la profesional de comunicaciones de Celsia y el desarrollo de un grupo de discusión con miembros de la comunidad. La información obtenida ha sido contrastada teniendo en cuenta qué entienden empresa y comunidad por responsabilidad empresarial, así como aspectos asociados al proceso de relación, en términos de participación de la comunidad, del cumplimiento de los compromisos pactados con ella, así como de las expectativas de esta última.Palabras clave: Celsia, Hidromontañitas, responsabilidad empresarial, sector eléctrico colombiano. Abstract: This paper gives an account of the most relevant aspects of the management of corporate responsibility and of the relations between the company Celsia and a group of inhabitants of El Caney in Santa Rosa

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Achieving collaboration with diverse stakeholders—The role of strategic ambiguity in CSR communication

Cited by 83 publications

References 70 publications

Balancing social and political strategies in emerging markets: Evidence from India

Balancing social and political strategies in emerging markets: Evidence from India

Stakeholder engagement mechanisms and their contribution to eco‐innovation: Differentiated effects of communication and cooperation

Dos caras de la responsabilidad empresarial. Relaciones entre Celsia y la comunidad de El Caney durante la construcción de la central Hidromontañitas

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