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Join us: Partnerships, Global Norms and Governance Gaps

1. Join us: Partnerships, Global Norms and Governance Gaps

M. May Seitanidi

Posted 07-30-2012 11:51

***Apologies for cross-posting***

Dear Colleagues,

You are warmly invited to attend & participate in the paper session:

Paper Session
Program Session #: 997 | Submission: 18694 | Sponsor(s): (SIM)
Scheduled: Monday, Aug 6 2012 11:30AM - 1:00PM at Marriott Boston Copley Place in Salon K

Partnerships, Global Norms and Governance Gaps

Chair: May Seitanidi; U. of Hull;

Discussant: Laura Albareda; Deusto U.

Search Terms:

political CSR , partnerships , institutional logics

William H. Newman Award Nominee

This paper presents a study on the evolution of partnerships between social enterprises, organizations that are embedded in competing social and economic logics. Through longitudinal case studies of the interaction between four pairs of social enterprises operating in emerging economy settings, I analyze the factors which influence the evolution of knowledge transfer partnerships. Evidence from these case studies suggests that a variety of logics, not simply social and economic logics, were guides for organizational action, and that the extent to which these logics were aligned between firms determined the how firms managed the knowledge transfer process.

Search Terms:

institutional logics , social entrepreneurship , emerging economies

SIM: The effect of stakeholder pressure and TMT sustainability orientation on organizational controls <v:shape style="WIDTH: 15pt; HEIGHT: 13.8pt; VISIBILITY: visible;" href="http://program.aomonline.org/2012/submission.asp?mode=ShowSession&SessionID=1601&print=true#symb" type="#_x0000_t75" o:button="t" alt="Description: http://program.aomonline.org/2012/images/10sm.gif" o:spid="_x0000_i1034"><v:fill o:detectmouseclick="t"></v:fill><v:imagedata o:title="10sm" src="file:///C:\Users\May\AppData\Local\Temp\msohtmlclip1\01\clip_image007.gif"></v:imagedata></v:shape>
Author: Johannes August Asel; WU Vienna; <v:shape style="WIDTH: 15pt; HEIGHT: 9pt; VISIBILITY: visible;" href="mailto:johannes.asel@wu.ac.at" type="#_x0000_t75" o:button="t" alt="Description: http://program.aomonline.org/2012/images/stp/email.gif" o:spid="_x0000_i1033"><v:fill o:detectmouseclick="t"></v:fill><v:imagedata o:title="email" src="file:///C:\Users\May\AppData\Local\Temp\msohtmlclip1\01\clip_image009.gif"></v:imagedata></v:shape>
Author: Arthur Posch; WU Vienna; <v:shape style="WIDTH: 15pt; HEIGHT: 9pt; VISIBILITY: visible;" href="mailto:arthur.posch@wu.ac.at" type="#_x0000_t75" o:button="t" alt="Description: http://program.aomonline.org/2012/images/stp/email.gif" o:spid="_x0000_i1032"><v:fill o:detectmouseclick="t"></v:fill><v:imagedata o:title="email" src="file:///C:\Users\May\AppData\Local\Temp\msohtmlclip1\01\clip_image009.gif"></v:imagedata></v:shape>
Author: Gerhard Speckbacher; WU Vienna; <v:shape style="WIDTH: 15pt; HEIGHT: 9pt; VISIBILITY: visible;" href="mailto:gerhard.speckbacher@wu.ac.at" type="#_x0000_t75" o:button="t" alt="Description: http://program.aomonline.org/2012/images/stp/email.gif" o:spid="_x0000_i1031"><v:fill o:detectmouseclick="t"></v:fill><v:imagedata o:title="email" src="file:///C:\Users\May\AppData\Local\Temp\msohtmlclip1\01\clip_image009.gif"></v:imagedata></v:shape>

In this paper we focus on the association between stakeholder pressure and top management's sustainability orientation with organizational control choices. Building on stakeholder and organizational control literature, we propose that stakeholder pressure and top management's sustainability orientation both affect top management's choice of control mechanisms, in particular the use of non-financial performance indicators, the delegation of decision rights to middle managers and the use of cultural control mechanisms. Using survey data from 141 CEOs, our results indicate that stakeholder pressure and sustainability orientation are significant determinants of organizational control choices.

Search Terms:

sustainability , organizational control , stakeholder pressure

SIM: The Role of Status in Stakeholder Salience <v:shape style="WIDTH: 15pt; HEIGHT: 13.8pt; VISIBILITY: visible;" href="http://program.aomonline.org/2012/submission.asp?mode=ShowSession&SessionID=1601&print=true#symb" type="#_x0000_t75" o:button="t" alt="Description: http://program.aomonline.org/2012/images/10sm.gif" o:spid="_x0000_i1030"><v:fill o:detectmouseclick="t"></v:fill><v:imagedata o:title="10sm" src="file:///C:\Users\May\AppData\Local\Temp\msohtmlclip1\01\clip_image007.gif"></v:imagedata></v:shape>
Author: Elise Perrault Crawford; Bentley U.; <v:shape style="WIDTH: 15pt; HEIGHT: 9pt; VISIBILITY: visible;" href="mailto:perraul_elis@bentley.edu" type="#_x0000_t75" o:button="t" alt="Description: http://program.aomonline.org/2012/images/stp/email.gif" o:spid="_x0000_i1029"><v:fill o:detectmouseclick="t"></v:fill><v:imagedata o:title="email" src="file:///C:\Users\May\AppData\Local\Temp\msohtmlclip1\01\clip_image009.gif"></v:imagedata></v:shape>
Author: Cynthia Clark; Bentley U.; <v:shape style="WIDTH: 15pt; HEIGHT: 9pt; VISIBILITY: visible;" href="mailto:cclark@bentley.edu" type="#_x0000_t75" o:button="t" alt="Description: http://program.aomonline.org/2012/images/stp/email.gif" o:spid="_x0000_i1028"><v:fill o:detectmouseclick="t"></v:fill><v:imagedata o:title="email" src="file:///C:\Users\May\AppData\Local\Temp\msohtmlclip1\01\clip_image009.gif"></v:imagedata></v:shape>

By looking at salience theory and dialogue, this paper argues that while a number of characteristics attributed to a stakeholder group matter in gaining managerial attention, the status of a group is the superordinate attribute that ultimately shapes managerial perceptions of salience. To pursue this argument, we highlight the economic and social roots that anchor managerial perceptions of status as a constructed reality to discuss the ways in which status matters to salience. In doing so, we offer a new definition of status. An empirical test using five years of shareholder resolutions data confirms that high status is a significant determinant of to whom and to what managers pay attention. We discuss the implications of this finding for future research.

Search Terms:

stakeholder salience , status , stakeholder theory

Looking forward to your active participation!

Dr. M. May Seitanidi, FRSA

Senior Lecturer in Corporate Social Responsibility,

Chair of HUBS Research Ethics Committee,

Hull University Business School, University of Hull-UK

Visiting Fellow International Centre for Corporate Social Responsibility (ICCSR), Nottingham University Business School, UK

NEW BOOK: The Politics of Partnerships by May Seitanidi

Do you work or research Cross Sector Social Partnerships?

Visit: http://groups.yahoo.com/group/NPO-BUSPartnerships/ &

http://www.facebook.com/group.php?gid=89657946384&ref=share#/group.php?gid=89657946384

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Social Issues in Management SIM

Join us: Partnerships, Global Norms and Governance Gaps

1. Join us: Partnerships, Global Norms and Governance Gaps

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