Institutional pressures and marketing ethics initiatives: the focal role of organizational identity

Martin, Kelly D.; Johnson, Jean L.; French, Joseph J.

doi:10.1007/s11747-010-0246-x

Cited by 38 publications

(42 citation statements)

References 64 publications

(91 reference statements)

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“…The sixth article, by Martin et al (2011), adopts a different twist on the study of organization theory within the realm of marketing by looking at institutional pressures and marketing ethics initiatives. Their article utilizes the theoretical foundation of organizational identity in the quest for better understanding the phenomena studied.…”

Section: Building Synergies Between Marketing and Organization Theorymentioning

confidence: 99%

Marketing and organization theory: opportunities for synergy

Ketchen

Hult

2011

J. of the Acad. Mark. Sci.

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The marketing and management disciplines have a history of exchange and mutual benefit that dates back several decades (cf. Biggadike 1981). The contributions of each discipline to concepts such as market orientation, innovation, strategic types, and the product life cycle have enhanced the other discipline. In addition, many other topics have also received similar coverage across the scholarly marketing and management disciplines. This special issue of JAMS represents a collective effort of editors, authors, and reviewers to build additional important synergies between marketing and management within the context of organization theory.A solid theoretical foundation is typically a necessity to construct an appropriate and robust underpinning for marketing research and, by extension, to achieve impact in the field. In that context, organization theory is particularly useful in the context of contributing to strategic marketing thought. Specifically, organization theory can accomplish at least three critical goals in helping marketing and management researchers to better understand organizations (Dubin 1978;Kerlinger 1986 This special issue of JAMS was inspired in part by a sense that marketing research emphasizes two of these goals more than the other. As an applied field, marketing does well at describing relationships among variables and predicting outcomes such as business unit performance. Less attention is often paid to explanation. Ideally, the foundations of theoretical explanations are carefully developed assumptions, tenets, and logic (Dubin 1978). In seeking to address why important variables are related to each other, some marketing articles rely more heavily on citations of and quotations from previous work than on theoretical explanation. In contrast, management research strongly emphasizes theoretical explanations-perhaps because it has roots in sociology. This emphasis may evolve into obsession at times. Indeed, one of management's leading scholars recently wondered aloud if management research is too devoted to theorizing (Hambrick 2007).Viewed broadly then, marketing and management are two allied fields with a long history of productive exchange. The former often seems to downplay explanation within its theorizing while the latter often fixates on it. From our perspective as editors, this juxtaposition presented an interesting opportunity for knowledge development.As noted in the special issue call for papers, we aspired to attract papers that would "shed greater insights into how organization theories can help describe, explain, and predict marketing phenomena. Theories and questions that can be addressed include but are not limited to: Do certain marketing practices meet the criteria for serving as strategic resources (resource-based view)? To what extent does knowledge exchange facilitate marketing action

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Section: Building Synergies Between Marketing and Organization Theorymentioning

confidence: 99%

Marketing and organization theory: opportunities for synergy

Ketchen

Hult

2011

J. of the Acad. Mark. Sci.

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“…Both scholars and practitioners tend to judge organizations' CSR by normative lists of criteria that have been growing in the literature and in practice, to which organizations are supposed to conform, and that reflects current values in western societies (Clarkson, 1995;Maignan and Ferrell, 2004;Martin et al, 2011). CSR activities that are favorable to the corporate bottom line still are like forbidden fruits: economically they are attractive, but ethically managers and scholars often feel uneasy about them (Drumwright, 1996;Margolis and Walsh, 2003;Porter and Kramer, 2006).…”

Section: Discussionmentioning

confidence: 99%

Corporate social responsibility: Playing to win, or playing not to lose? Doing good by increasing the social benefits of a company’s core activities

Rekom

Berens²,

Halderen

2013

J Brand Manag

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“…Individual and corporate social responsibility can be explained by economic calculations or instrumental reasoning (McWilliams and Siegel , Whelan ), by intrinsic motivation for altruistic or pro‐social behaviour (Baron ; Bénabou and Tirole ), by institutional pressures and isomorphic forces (Campbell ; Lim and Tsutsui ), by NGO activities (Baron ), by corporate response to legitimacy concerns (Palazzo and Scherer ) or by attempts to maintain individual or organizational identity (Bénabou and Tirole ; Martin et al . ). Researchers have also explored the interrelations between these motivational factors on various levels of analysis.…”

Section: The Way Aheadmentioning

confidence: 97%

Theory Assessment and Agenda Setting in Political CSR: A Critical Theory Perspective

Scherer

2017

Int J Management Reviews

111

103

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Frynas and Stephens (Political corporate social responsibility: reviewing theories and setting new agendas. International Journal of Management Reviews, 17, pp. 483-509, 2015) reviewed the literature on political corporate social responsibility (CSR). They described existing trends and suggested an agenda for future research. They attempted to develop 'a more inclusive pluralist research agenda in political CSR, which can integrate different perspectives on political CSR in order to account for different phenomena, including global governance changes at macro level, instrumental concerns at organizational level or cognitive dimensions at individual level, in both descriptive and normative terms'. This was an ambitious endeavour, given the rapid growth of the literature and the extensive heterogeneity of the field. There is much to like in Frynas and Stephens' paper, as it spans a broad range of perspectives and links together discrete research topics. In the present review, however, the author focuses on a number of critical aspects in their argument. Frynas and Stephens failed to define core concepts, to reveal their normative stance on CSR and their paradigmatic position, or to address the inherent conflict of values in political CSR. And they were too optimistic about the possibilities and benefits of 'integration'. The author suspects that their approach, when adopted in practice, will impede rather than promote social welfare. This paper starts with a brief summary of the field and continues by emphasizing critical issues in Frynas and Stephens' analysis. It concludes with an alternative agenda for research in political CSR.

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Institutional pressures and marketing ethics initiatives: the focal role of organizational identity

Cited by 38 publications

References 64 publications

Marketing and organization theory: opportunities for synergy

Marketing and organization theory: opportunities for synergy

Corporate social responsibility: Playing to win, or playing not to lose? Doing good by increasing the social benefits of a company’s core activities

Theory Assessment and Agenda Setting in Political CSR: A Critical Theory Perspective

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