Effect of organizational status on <scp>employment‐related</scp> corporate social responsibility: Evidence from a regression discontinuity approach

Tian, Tanya Y.; King, Brayden G.; Smith, Edward B.

doi:10.1002/smj.3534

Cited by 3 publications

(1 citation statement)

References 74 publications

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“…On the other hand, the representatives of several companies still confuse CSR with philanthropy, focusing on the donation rather than on a deep and lasting improvement (Qin et al, 2023). Others have carried out activities related to CSR without establishing measurement mechanisms, which diminishes their continuity and effectiveness (Tian et al, 2023). Finally, some companies have implemented strategies, but without articulating actions with other organizations or to hide the precarious working conditions for their own employees (Martin, 2023;Servaes et al, 2023).…”

Section: Introductionmentioning

confidence: 99%

The purpose of the company beyond its position in the market: The new agent of social development

Rodrich‐Portugal,

Marino‐Jiménez,

Mayurí‐Aguilar

et al. 2023

Bus Strat Dev

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The purpose of companies as profit generators has been questioned because of the relationship between strategy and results in the recent systemic crises. Therefore, it is necessary to implement strategies that allow economic sustainability, based on a better relationship with society and the environment. This means turning companies into agents for the development and protection of the community, as well as building trust for their own stakeholders. This article analyzes the bases for the consolidation of a purpose related to these principles, using system thinking for the integrated participation of Corporate Social Responsibility (CSR) and the Sustainable Development Goals (SDGs). This strategy allows replicability based on archetypes that explain dynamic relationships in organizations, with the flexibility and openness required to adapt to different contexts.

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Section: Introductionmentioning

confidence: 99%

The purpose of the company beyond its position in the market: The new agent of social development

Rodrich‐Portugal,

Marino‐Jiménez,

Mayurí‐Aguilar

et al. 2023

Bus Strat Dev

View full text Add to dashboard Cite

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Corporate social responsibility at the margins: Firms' responses to marginal inclusion on the Vault Law 100 ranking

Jung,

Sharkey,

Tan

2024

Strategic Management Journal

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Research SummaryGaining categorical status via a ranking places firms in a new comparison group and makes their behaviors more visible, potentially exposing them to greater scrutiny. How do marginally included firms respond? In this article, we propose that firms will take action in the area of CSR in order to secure their standing, deflect potential criticism, and reduce the anxiety that arises, paradoxically, from being included in a ranking. Using a regression discontinuity design involving law firms’ pro bono policies, we find support for our arguments. Consistent with the mechanism of status anxiety, the effects of marginal inclusion are amplified for firms with greater rank volatility. However, we find no difference in pro bono hours. We discuss implications for theories involving status, CSR, and decoupling.Managerial SummaryToday, firms are evaluated by rankings and ratings more frequently than ever. This continuous external surveillance heightens organizational anxieties, especially among firms that are marginally included. This study explores the strategic responses of such firms, proposing that they enhance their corporate social responsibility (CSR) efforts in order to secure their standing, conform with expectations, and preemptively counter criticism. Analyzing pro bono policies of the largest U.S. law firms, the results support this idea and suggest that the tendency is particularly salient when firms' rank positions have fluctuated significantly. The findings offer insights into how rankings affect firms' CSR strategies and their efforts to balance status and performance.

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Falling Fortunes: The Contingent and Asymmetric Effect of Rankings on Organizational Outcomes

Lee

2024

Administrative Science Quarterly

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As rankings of organizations have proliferated in recent decades, much research has focused on organizational efforts to maintain a high position in rankings. A common theme in this literature is that changes in rank affect evaluations by external audiences and, consequently, organizational outcomes. Yet, accumulating evidence suggests that rankings sometimes have little effect on audience assessments and organizational outcomes, a finding that calls into question the power of rankings. Instead of asking whether rankings matter, this study adopts a contingency approach and investigates when rankings matter. I develop theory about contextual and organizational factors that shape the salience and information value of shifts in rankings: the direction of the change, the availability of information from other intermediaries, the sophistication of the audience, and the focal organization’s previous ranking position. Panel data analysis and a natural experiment focused on the Fortune 500 rankings support this theory. This article provides a framework to help scholars understand the contingent and asymmetric consequences of rankings on organizational outcomes, with implications for research on evaluation systems.

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Effect of organizational status on employment‐related corporate social responsibility: Evidence from a regression discontinuity approach

Cited by 3 publications

References 74 publications

The purpose of the company beyond its position in the market: The new agent of social development

The purpose of the company beyond its position in the market: The new agent of social development

Corporate social responsibility at the margins: Firms' responses to marginal inclusion on the Vault Law 100 ranking

Falling Fortunes: The Contingent and Asymmetric Effect of Rankings on Organizational Outcomes

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