Actor and Institutional Dynamics in the Development of Multi-stakeholder Initiatives

Zeyen, Anica; Beckmann, Markus; Wolters, Stella

doi:10.1007/s10551-014-2468-1

Cited by 59 publications

(50 citation statements)

References 85 publications

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“…They stated that self-regulation by norms and rules could also reduce the likelihood of more governmental regulation and place the company a better position if new laws should emerge. This fits other researchers' findings (e.g., Vogel 2005Vogel , 2009Zeyen et al 2014). The next section discusses this and other results.…”

Section: Different Manifestations Of Csrsupporting

confidence: 93%

Doing well or doing good?

Looser

Wehrmeyer

2015

uwf

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of mission and value-set and the sociological tradition of the stewardship concept. This contrasts the extrinsically motivated approach of the large companies under research. In sum, this study showed that CSR is meaningful and justifiable even if it is not profitable in the first place.Zusammenfassung Verschiedentlich wurde aufgezeigt, dass punkto gesellschaftlicher Verantwortung von Unternehmen (Corporate Social Responsibility -CSR) intrinsischer Motivation eine nachhaltigere Wirkung attestiert werden kann als dies für die entsprechenden extrinsischen Anreize zu postulieren ist. Begründet wird dies vor allem dadurch, dass letztere, die von einer Profitmaximierung durch CSR ausgehen, als unlauter und irreführend eingeschätzt werden. Dies verdeutlicht, welche Bedeutung den Motiven im Zusammenhang mit gesellschaftlicher Verantwortung beigemessen werden muss -nicht nur im Hinblick auf die Gestaltung der organisationalen Gegebenheiten von CSR ganz allgemein mehr noch bezüglich der Effektivität der entsprechenden Aktivitäten. Die vorliegende Studie diskutiert diese Motive in vier Fokusgruppen mit je sieben Grosskonzernen und sieben SchweizerKlein-und mittelgrossen Unternehmungen (KMU). Die Ergebnisse zeigen, dass grosse Firmen vornehmlich extrinsisch motiviert sind und CSR als Managementfunktion ansehen. In KMU herrschen hingegen intrinsische Motive vor, die auf ein soziales Werte-Set des Unternehmers und einen Zusammenschluss von Tugenden und Mission im Unternehmen zurückzufüh-ren sind. Dies beweist, dass CSR auch ohne direkten Bezug zu Gewinnmaximierung oder dem Profitmotiv bedeutsam, gerechtfertigt und insbesondere vertretbar ist.Abstract Arguably, within Corporate Social Responsibility (CSR) the intrinsic motive is more significant than the extrinsic because the former induces a stronger involvement. Others showed that a behaviour attributed to extrinsic motives is mostly perceived as dishonest and misleading. This highlights how important the underlying motivation is for the perception, and thus, design and effectiveness of CSR frameworks. This study discusses these divergent motives with two focus groups: together with seven ownermanagers of Small and Medium-sized Enterprises (SME) and seven managers of large companies. The results show that CSR implementation in Swiss SMEs is related more strongly to moral commitment than to profit-maximisation. Accordingly, small business CSR emerges from the nexus

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Section: Different Manifestations Of Csrsupporting

confidence: 93%

Doing well or doing good?

Looser

Wehrmeyer

2015

uwf

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“…While extant studies focus on green networks' effect from an institutional perspective (stressing legitimacy and reputational effects) (e.g. Zeyen et al ., ), our findings suggest that greater environmental networks sharpen firms' awareness of the pressing need for transformative solutions as well as related challenges and business opportunities.…”

Section: Discussionmentioning

confidence: 99%

Moving to the Next Strategy Stage: Examining Firms' Awareness, Motivation and Capability Drivers in Environmental Alliances

Stadtler

Lin²

2017

Bus Strat Env

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Complementing extant studies on the antecedents of firms' environmental strategy, this article focuses on the trajectories of corporate engagement in proactive environmental alliances. Specifically, we build an awareness–motivation–capability framework and analyze factors that drive the move beyond incremental pollution prevention and facilitate firms' engagement in transformative, sustainable development strategies in their alliances. Based on 212 environmental alliance‐related observations, our test results indicate limited explanatory power of regulatory pressures, but highlight the role of firms' environmental networks to sharpen their awareness to engage in transformative alliances. Further, we elaborate on the nuances and boundary conditions of firms' risk‐taking propensity, industry concentration, financial capacity and especially prior sector‐spanning experiences as motivation and capability drivers. These insights contribute to the discourse on firms' environmental strategy and alliance formation by depicting how and to what extent environment‐specific and more general firm attributes predispose them to engage in transformative rather than incremental environmental projects. Copyright © 2017 John Wiley & Sons, Ltd and ERP Environment

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“…Collaboration typically starts among a small number of organizations, usually involving NGOs and a group of businesses who self-select to be pioneer members, either to gain reputational benefits vis-à-vis competitors or to establish a level playing field (Zeyen et al 2016). While little is known on why certain groups of stakeholders are involved in the formation of an MSP and others are not (Fransen and Kolk 2007), self-selection tends to be based on the belief that together these actors are the "right ones" to address the problem at hand (Schouten and Glasbergen 2011).…”

Section: Understanding the Governance Processes Of Mspsmentioning

confidence: 99%

“…While little is known on why certain groups of stakeholders are involved in the formation of an MSP and others are not (Fransen and Kolk 2007), self-selection tends to be based on the belief that together these actors are the "right ones" to address the problem at hand (Schouten and Glasbergen 2011). Afterward, this pioneering group will negotiate the terms of engagement and the conditions that determine further MSP membership (Zeyen et al 2016). On the one hand, MSPs are keen to claim legitimacy based on the participation of "all categories of stakeholders" (Cheyns and Riisgaard 2014).…”

Section: Understanding the Governance Processes Of Mspsmentioning

confidence: 99%

Harnessing Wicked Problems in Multi-stakeholder Partnerships

2018

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Despite the burgeoning literature on the governance and impact of cross-sector partnerships in the past two decades, the debate on how and when these collaborative arrangements address globally relevant problems and contribute to systemic change remains open. Building upon the notion of wicked problems and the literature on governing such wicked problems, this paper defines harnessing problems in multi-stakeholder partnerships (MSPs) as the approach of taking into account the nature of the problem and of organizing governance processes accordingly. The paper develops an innovative analytical framework that conceptualizes MSPs in terms of three governance processes (deliberation, decision-making and enforcement) harnessing three key dimensions of wicked problems (knowledge uncertainty, value conflict and dynamic complexity). The Roundtable on Sustainable Palm Oil provides an illustrative case study on how this analytical framework describes and explains organizational change in partnerships from a problem-based perspective. The framework can be used to better understand and predict the complex relationships between MSP governance processes, systemic change and societal problems, but also as a guiding tool in (re-)organizing governance processes to continuously re-assess the problems over time and address them accordingly.

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Actor and Institutional Dynamics in the Development of Multi-stakeholder Initiatives

Cited by 59 publications

References 85 publications

Doing well or doing good?

Doing well or doing good?

Moving to the Next Strategy Stage: Examining Firms' Awareness, Motivation and Capability Drivers in Environmental Alliances

Harnessing Wicked Problems in Multi-stakeholder Partnerships

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