Management Theory and Social Welfare: Contributions and Challenges

Jones, Thomas M.; Donaldson, Thomas; Freeman, R. Edward; Harrison, Jeffrey S.; Leana, Carrie R.; Mahoney, Joseph T.; Pearce, Jone L.

doi:10.5465/amr.2016.0012

Cited by 82 publications

(70 citation statements)

References 80 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…The majority of this research, however, has focused on the economic side (Jones et al, 2016), thereby neglecting the humanistic model of man and the social roots of organizational scholarship. Stewardship theory considers this humanistic side, portraying individuals as stewards, intrinsically motivated to put the interests of the organization and stakeholders ahead of self-serving interests (Davis et al, 1997).…”

Section: Central Tenets Of Stewardship Theorymentioning

confidence: 99%

After the harvest: A stewardship perspective on entrepreneurship and philanthropy

Mathias

Solomon

Madison

2017

Journal of Business Venturing

View full text Add to dashboard Cite

Section: Central Tenets Of Stewardship Theorymentioning

confidence: 99%

After the harvest: A stewardship perspective on entrepreneurship and philanthropy

Mathias

Solomon

Madison

2017

Journal of Business Venturing

View full text Add to dashboard Cite

“…What we need is a theory of how and why certain types of governance arrangements-that is, the institutional structure of private and public organizations and the collaborations among them-arise to govern the constellations of capabilities and resources necessary to create value both for the organizations and for social welfare in a broader sense. Developing such a framework is complicated by the fact that public organizations are as varied and complex as private ones and that public organizations serve people with different preferences and perceptions of the goals to be pursued, and the nature of expected performance (Jones et al, 2016;Klein, Mahoney, McGahan, & Pitelis, 2013;Williamson, 1999). For public organizations, multitask principal/agent relations further complicate effective value creation and mission accomplishment (Holmstrom & Milgrom, 1991;Klein, Mahoney, McGahan, & Pitelis, 2010;Makadok & Coff, 2009).…”

Section: Introductionmentioning

confidence: 99%

Value creation and value appropriation in public and nonprofit organizations

Cabral

Mahoney

McGahan

et al. 2019

Strategic Management Journal

Self Cite

119

View full text Add to dashboard Cite

Research Summary In recent years, strategy scholarship expanded its scope beyond the realm of private firms. Despite notable advances, the field still lacks theoretical and empirical frameworks for fully understanding how public and nonprofit organizations interact with private firms to create and appropriate value. By recognizing the inherent complexity of interactions between organizations with different purposes and the existing challenges for designing effective governance arrangements, we assess how recent scholarship addresses some dilemmas related to both private and public value creation. Based on the extant literature and on some novel aspects raised by the articles in this issue, we also propose a framework to advance strategy research in the field. We emphasize the importance of stakeholder management capabilities among public, private, and nonprofit organizations in pursuit of enhanced public value and continuous support from appreciative stakeholders. Managerial Summary Despite abundant examples of governance arrangements involving public, private, and nonprofit organizations (e.g., public‐private partnerships and alliances involving NGOs, firms, multilateral organizations, public contracting, and so on), the strategic management field has only recently given attention to value creation and value appropriation beyond the scope of private organizations. Here we connect strategic management and public management to identify relevant dimensions that shape value‐creating strategies and underpinning outcomes in public‐private‐nonprofit interactions. We highlight that public value arises from private interests and that the dynamic of value creation and value appropriation in activities involving the public interest can be influenced by not only resource endowments and organizational capabilities but also by the way organizations address and manage stakeholder expectations.

show abstract

“…As powerful economic institutions, organizations are increasingly being called on to address issues that help advance social welfare, such as the environment, health care, and poverty (Golden-Biddle & Dutton, 2012;Jones et al, 2016;Walsh, Weber, & Margolis, 2003). Organizations have the opportunity-some might even say the obligation (Donaldson, 1982;Hinings & Greenwood, 2002)-to supplement traditional roles once served by governments and address pressing social issues.…”

mentioning

confidence: 99%

The money or the morals? When moral language is more effective for selling social issues.

Mayer

Ong

Sonenshein

et al. 2019

Journal of Applied Psychology

View full text Add to dashboard Cite

We examine the effectiveness of economic and moral language used by employees when selling social issues to management. In contrast to prior work finding that employees believe it is best to use economic language to influence management to address social issues, we draw on the issue selling, persuasion, and behavioral ethics literatures to demonstrate that moral language is actually most influential-especially when the language is framed to align with the organization's values and/or mission. The results from a combination of 3 field survey studies and 1 experimental vignette study provide support for this hypothesis. In addition, we find support for obligation (i.e., manager's anticipated guilt), rather than inspiration (i.e., manager's prosocial motivation), as a mediator of this interactive effect. We discuss implications for literatures on issue selling, persuasion, and behavioral ethics.

show abstract

Management Theory and Social Welfare: Contributions and Challenges

Cited by 82 publications

References 80 publications

After the harvest: A stewardship perspective on entrepreneurship and philanthropy

After the harvest: A stewardship perspective on entrepreneurship and philanthropy

Value creation and value appropriation in public and nonprofit organizations

The money or the morals? When moral language is more effective for selling social issues.

Contact Info

Product

Resources

About