Companies disclosing negative sustainability incidents often employ legitimation strategies to present mishaps in a favorable light. We found that symbolic legitimation, i.e., evasively explaining negative incidents, cannot counter divestments. Only substantial legitimation does, i.e., when a company reports on concrete measures and behavioral changes in morally charged situations.
In decisions about corporate social responsibility and sustainability, think like an economist.
Our study systematically reviews and quantifies the CSR-CFP link. We proposed that CSR behaviors are more likely to lead to CFP in the developed world because of its relatively mature institutional system and efficient market mechanism that allows such CSR to be more visible.
With a growing number of cross-sector partnerships between companies and nonprofit organizations (NPOs), such partnerships increasingly need to be evaluated to inform managerial decisions and document success. We show how firms formalize their evaluation practices – sometimes together with their NPO partners.
There’s an old adage that encapsulates our relationship to many of the digital products we consume, from social media to apps to email programs: “If it’s free, you’re not the customer, you’re the product”. But what happens in an industry where this ‘you’ really means – well, you?
We found that as income inequality increases, easing regulations that impede new business start-ups and facilitating access to credit from the financial sector, is positively associated with per capita economic growth.
This foundational article, and the subsequent work that has cited this study, shows that not only do levels of development and economic metrics like GDP vary across countries, but legal systems also differ, as do cultural norms, industrial histories, and the types of economic activities that dominate. This variability thus leads to a range of different social, environmental or economic issues in each country.
Things get worse before they get better: how international companies’ social performance first harms their financial performance as they expand their presence abroad, and only pays off in the long run.
Banks’ reputation during a financial crisis depends not only on financial, but also non-financial features. Therefore, a winning strategy to protect organizational reputation during a financial crisis should include both the financial and non-financial features.
