Results 221 to 230 of about 3,033,179 (393)

The More, the Merrier? Membership Expansion and Incumbents' Boundary Work Divergence in the Platformization of Belgian Philanthropy

open access: yesJournal of Management Studies, EarlyView.
Abstract When actors emerge on the periphery of a field, incumbents either engage in protective boundary work to enforce the field's membership criteria, or opt for membership expansion by adapting these criteria to accommodate peripheral actors. Less explored is the divergence configuration where a minority of incumbents pursue expansion whereas the ...
Benjamin Huybrechts   +2 more
wiley   +1 more source

When Newspapers Fail to Deter Corporate Illegality: The Constraining Effects of Economic Institutions

open access: yesJournal of Management Studies, EarlyView.
Abstract Social control agents aim to restrict corporate illegality, yet its prevalence highlights inconsistencies in enforcement mechanisms. To explore this issue, we examine how newspapers reduce corporate illegality by imposing ethical norms on firms.
Tony Jaehyun Choi, Kam Phung
wiley   +1 more source

The Power of Posting: An Examination of CEO Social Media Celebrity

open access: yesJournal of Management Studies, EarlyView.
Abstract The increasing prevalence of social media has prompted discussions regarding its impact on the social evaluations of organizational leaders. In this study, we develop the construct of CEO social media celebrity, which arises when a CEO obtains high levels of attention and positive emotional responses from audiences on social media.
Ann Mooney   +2 more
wiley   +1 more source

Bridging Moral Aspirations and the Mundane Reality: A Grounded Study of the Process of Radical Purpose Adaptation in a Business School

open access: yesJournal of Management Studies, EarlyView.
Abstract In previous research, scholars have often highlighted the important role of leaders in defending and protecting a historical organizational purpose. However, adopting such a ‘backward‐looking’ perspective, researchers have devoted much less attention to understanding how an organizational purpose can be deliberately changed and leveraged to ...
Luca Manelli   +3 more
wiley   +1 more source

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