In prevision for the special issue on Organizational Stigma in the
Journal of Management Studies, we are calling for the submission of
long abstracts (1500 words) for a seminar to take place at IESEG in
Paris, 18-20 September 2019.
The objective is for participants to get feedback on their paper as
they prepare it for submission to the special issue (due on 2 December
2019).
Deadline for submission of the abstract of 1500 words: 15 June 2019
Notification of acceptance: Early July 2019
Deadline for submission of the full paper for the workshop (in case of
acceptance): 15 August 2019
The workshop will take place on 18-20 September 2019 at the IESEG
campus in Paris.
Please submit your 1500 words abstract to our common email address:
JMS.stigma@gmail.com
Call for Papers for a Special Issue
ORGANIZATIONAL STIGMA:
ANTECEDENTS, PROCESSES, AND CONSEQUENCES
Submission Deadline: 2nd December 2019
Submissions to:
business.jms@durham.ac.uk
Guest Editors:
Bryant A. Hudson (IESEG, France)
Kimberly D. Elsbach (University of California Davis, USA)
Wesley S. Helms (Brock University, Canada)
Karen D. W. Patterson (University of New Mexico, USA)
Thomas J. Roulet (University of Cambridge, UK)
JMS Editor:
Daniel Muzio (University of York, UK)
Background
Organizations and those that engage them are evaluated by a range of
diverse audiences and can be stigmatized by them to varying degrees.
This special issue seeks to address and invite authors to contribute
to the still emergent but growing literature on organizational stigma,
including fields, industries, or a single stigmatized organization. We
are interested in various levels of analysis, whether organizational,
industry, field, or the micro- or meso-level antecedents and
consequences of organizational stigma. We also hope to extend this
stream of work by addressing the multi- and cross-level processes of
stigmatization, stigma transfer, and their implications for
organizations.
Historically, definitions of stigma at the organizational level are
inspired from the extensive work at the individual level (Link &
Phelan, 2001). While individual-level stigma has received a great deal
of attention (for a recent review, see Pescolido & Martin, 2015)
organizational stigma, defined as “a label that evokes a collective
stakeholder group-specific perception that an organization possesses a
fundamental, deep-seated flaw that deindividuates and discredits the
organization” (Devers et al. 2009), is garnering greater attention.
This type of stigma occurs at both the organization (Hudson, 2008;
Hudson, 2016) and at the industry or field levels of analysis (Galvin
et al. 2004; Vergne, 2012). First applied at the organizational level
by Hughes (1984) and Sutton and colleagues (Elsbach & Sutton, 1992;
Sutton & Callahan, 1987), a stream of stigma centered research has
proceeded on tainted occupations (Ashforth & Kreiner, 1999); the
transfer of stigma from failed organizations to managers (Sutton &
Callahan, 1987) and other stakeholders (Vergne, 2012).
Multilevel and cross-level, i.e., stigma that affects or is
transferred across organizational members (Hudson & Okhuysen, 2009),
groups and teams, and upper echelons, has received scant attention to
date (Paetzold et al. 2008). At the individual level, recent work on
individual level stigma has looked at the management of concealable
stigma (Jones & King, 2014; Stenger & Roulet, 2018) and the
temporality of stigmatization, but those questions have not been
explored for meso- and macro-stigma, which may take very different
forms for organizations or fields. While scholars have begun to
examine some of these and related processes, several problems
substantially limit our ability to study organizational and cross
level stigma and to build a body of knowledge about it.
Existing work is grounded in different theoretical assumptions of
regarding organizations and actors including categories (Vergne,
2012), framing (Carberry & King, 2012), identity (Tracey & Philips,
2016) as well as institutional (Roulet, 2015; Hampel & Tracey, 2016).
Across those different theoretical lenses, it has been shown that
organizational stigma has a range of adverse and contrary consequences
such as stakeholder disengagement (Durand & Vergne, 2014; Piazza &
Perretti, 2015), identity clashes (Tracey & Phillips, 2016) or tainted
employees (Sutton & Callahan, 1987). While some studies focus on
de-stigmatization processes (Hampel & Tracey, 2016), and others
examine stigma that is unavoidable (e.g., Hudson & Okhuysen, 2009),
stigma and stigmatization as a benefit or how it might be embraced has
also received scant attention, though some work has explored the
benefits of stigma (Helms & Patterson, 2014). Embracing stigma however
remains to be explored from the perspective of audiences that support
or interact with the stigmatized organization.
Aims and Scope
We believe that the lack of theory on how stigma and stigmatization
emerges, spreads, and shapes organizational contexts of theory on how
stigma functions in contexts is due to three challenges persistent in
the literature:
1. Overlapping definitional and conceptual problems that obstruct
our ability to understand what organizational stigma is and is not.
2. A lack of a general understanding of the multi- and
cross-level antecedents of organizational stigma, their qualities, and
those processes.
3. The consequences of these conceptual and empirical challenges
in limiting the potential application and implications of stigma as a
theoretical construct to broader organizational contexts and theories.
We hope to publish a set of papers contributing to the organizational
stigma literature addressing those three issues. We hope to develop
new frameworks to understand organizational stigma that deliver an
agenda for future study and for addressing a diverse set of issues
that include, but are not limited to:
How can organizational stigma be characterized? What are the
dimensions of organizational stigma? How does organizational stigma
differ from one case to another? How does the concept of
organizational stigma differ from other negative social evaluations
(Mishina & Devers, 2011)?
The sources of organizational stigma: why and how does
stigma emerge? What causes stigma and what role is played by
audiences? (Roulet, 2015) How does misconduct, deviance, and scandal
lead to organizational stigma?
Responses to stigmatization: how can organizations manage
and react to different types of stigma? How do stakeholders of the
organization respond to stigmatization? How can organizational
contexts lead to stigmatization?
Understanding and exploring the experience of being a
stigmatized individual organization: How can we better conceptualize
the stigmatized solo actor? What are the dynamics of stigmatization
and stigma management for solo organizations (Hampel & Tracey, 2017)?
Stigma transfer and courtesy stigma (Hudson & Okhuysen,
2009): how is stigma transferred to other organizations, stakeholders
and society, as well as to individuals?
Multi-level and cross-level issues in stigma theory: How
does organizational stigma affect individuals and employees? How do
stigmatized employees affect the evaluation of their organization?
o Given the rich and expansive literature on stigma at the
individual level, what insights can be drawn from this literature for
organization level and cross-level stigma processes and responses.
o What are the relationships and differences between stigma at the
individual level and the organizational level of analysis? How are
stigma and stigmatization multi-level and cross-level of analysis
phenomena and processes?
o How can the literature on deviance at multiple levels of analysis
(Warren, 2003) inform our understanding of stigma?
o Can organizations be more or less stigmatized within contested
industries? (Vergne, 2012).
The positive implications of stigmatization (Helms & Patterson, 2014).
Submission Process and Deadlines
The deadline for submissions is 2nd December 2019
Submissions should be prepared using the JMS Manuscript Preparation
Guidelines (http://www.socadms.org.uk/wp-content/uploads/JMSManuscript-Preparation-Guidelines.pdf).
Manuscripts should be submitted by e-mail to Margaret Turner at
business.jms@durham.ac.uk
Papers will be reviewed according to the JMS double-blind review process.
Informal enquiries relating to the Special Issue, proposed topics and
potential fit with the Special Issue objectives are welcomed. Please
direct any questions to the Guest Editors on the following email
address:
JMS.stigma@gmail.com
Special conference and manuscript development workshop:
The guest editors of this Special Issue are planning to hold a special
conference and manuscript development workshop in Paris in the Fall of
2019 before the submission deadline.
Please note that participation in the workshop does not guarantee
acceptance of the paper in the Special Issue. Furthermore, attendance
is also not a prerequisite for submission to the special issue or
publication.
References
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Carberry, E. J. and King, B. G. (2012). ‘Defensive Practice Adoption
in the Face of Organizational Stigma: Impression Management and the
Diffusion of Stock Option Expensing’. Journal of Management Studies,
49, 1137-67.
Devers, C. E., Dewett, T., Mishina, Y. and Belsito, C. A. (2009). ‘A
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Durand, R. and Vergne, J.-P. (2014). ‘Asset Divestment as a Response
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