Session 188

Market Pressure, Social Responsibility and Firm Performance

Track A

Date: Monday, October 12, 2009

 

Time: 12:45 – 14:00

Paper

Room: Meeting Room 13


Session Chair:
dt ogilvie, Rochester Institute of Technology

Title: The Association Between Market Orientation and Corporate Social Responsibility in Emerging Economies

Authors

  • Kamel Mellahi, University of Warwick
  • Belaid Rettab, Dubai Chamber
  • Anis Ben Brik, Canadian University of Dubai

Abstract: The current study examines the interactive effects of market orientation and corporate social responsibility on organizational performance. Building on insights from the resource-based perspective, market orientation activities are more likely to lead to higher performance when bundled with complementary activities such as corporate social responsibility (CSR). The study uses data from 280 firms operating in Dubai. The results provide strong support for the hypothesized association between market orientation, CSR, and organizational performance. The results show that the impact of CSR varies according to the subset of market orientation.

Title: Dissociative Organizational Identity Construction: Can Going Green be Bad for You

Authors

  • Shalei Simms, Rutgers University
  • dt ogilvie, Rochester Institute of Technology

Abstract: The increased interest in firms developing green practices has resulted in firms experiencing pressures from external stakeholders to ‘go green’. As a result, these firms may resort to tactical behaviors to respond to these demands. We argue that the development of a dissociative organizational identity is such a tactic. We define DOIC as the creation of an alternative identity for the specific purpose of complying with exogenous pressures. We argue that while DOIC may have short-term advantages, it can have long-term disadvantages if not managed properly.

Title: Mapping Out Social Enterprises Development in an Uncertain World

Authors

  • Stephen Ko, Hong Kong Polytechnic University

Abstract: We integrate the predictions of institutional theory, the threat-rigidity hypothesis, and prospect theory to map out how the development of social enterprises depends on whether social entrepreneurs perceive environmental shifts as threats or opportunities to resources-related and control-related legitimacy of their social enterprises. Given the apparent challenges and opportunities in the context, we propose some avenues for future development of social enterprises.

Title: Institutions, Entrepreneurship and the Adoption of Voluntary Standards: Evidence from the Green Building Industry

Authors

  • Jeffrey York, University of Colorado Boulder
  • Michael Lenox, University of Virginia

Abstract: Voluntary certification standards, have gained popularity in recent years across multiple industries. However, the influence of public, government-sponsored institutions and private, voluntary institutions on the adoption of these programs has received less attention. We explore the relationship between government action, private organizations and the adoption of voluntary standards in a study of the adoption of the Leadership and Energy and Environmental Design (LEED) certification for green building. The results demonstrate that state policies have a greater impact in the presence of private efforts to create legitimacy for the new standard, and that market intermediaries have a greater impact on adoption in areas with low levels of entrepreneurship. Taken together, these findings illustrate that the intuitional environment and particularly, entrepreneurship is a critical consideration for understanding the adoption of voluntary certification standards.

All Sessions in Track A...

Mon: 12:45 – 14:00
Session 188: Market Pressure, Social Responsibility and Firm Performance
Mon: 15:45 – 17:00
Session 187: Market Conditions and Firm Internationalization
Mon: 17:15 – 18:30
Session 189: Risk Management in Uncertain Environments
Tue: 10:00 – 11:15
Session 190: Building up Firm Capabilities for Unstable Environments
Tue: 11:30 – 12:45
Session 191: The Role of Managers in Adapting to Uncertain Conditions
Wed: 10:00 – 11:15
Session 247: Managing Innovation in Uncertain Environments
Wed: 11:30 – 12:45
Session 246: Strategic Responses to Turbulent Environmental Conditions


Strategic Management Society

Washington DC