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Dared to Care: Organizational Vulnerability, Institutional Logics, and MNCs’ Social Responsiveness in Emerging Markets

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Zeitschriftentitel: Organization Science
Personen und Körperschaften: Zhang, Jianjun, Luo, Xiaowei Rose
In: Organization Science, 24, 2013, 6, S. 1742-1764
Format: E-Article
Sprache: Englisch
veröffentlicht:
Institute for Operations Research and the Management Sciences (INFORMS)
Schlagwörter:
Management of Technology and Innovation
Organizational Behavior and Human Resource Management
Strategy and Management
author_facet Zhang, Jianjun
Luo, Xiaowei Rose
Zhang, Jianjun
Luo, Xiaowei Rose
author Zhang, Jianjun
Luo, Xiaowei Rose
spellingShingle Zhang, Jianjun
Luo, Xiaowei Rose
Organization Science
Dared to Care: Organizational Vulnerability, Institutional Logics, and MNCs’ Social Responsiveness in Emerging Markets
Management of Technology and Innovation
Organizational Behavior and Human Resource Management
Strategy and Management
author_sort zhang, jianjun
spelling Zhang, Jianjun Luo, Xiaowei Rose 1047-7039 1526-5455 Institute for Operations Research and the Management Sciences (INFORMS) Management of Technology and Innovation Organizational Behavior and Human Resource Management Strategy and Management http://dx.doi.org/10.1287/orsc.1120.0813 <jats:p> A significant gap exists in our understanding of what explains the varying responses of multinational corporations (MNCs) to social issues in emerging markets. Arguably, in a setting where both market institutions and regulations and norms of corporate social responsibility are underdeveloped, it is more difficult for corporations to take actions beyond those that serve their immediate economic interests. Proposing a social movement perspective on MNCs’ responsiveness to social issues in emerging markets, we identify the mechanisms by which online activists grab firms’ attention and force them to become more socially responsive. A perception of organizational vulnerability and a home-country institutional logic that is consistent with the demands of the online campaign provide political opportunity structures that hasten the corporate response but affect the magnitude of firm response differently. We test our framework in the empirical context of corporate philanthropic action following the 2008 earthquake in Sichuan province in China, which triggered an online campaign that questioned MNCs’ donations to the disaster relief effort. Our study contributes to the literature on heterogeneous organizational responses to social movements, a better understanding of the antecedents for MNCs’ social responsiveness in emerging markets, and research on MNCs. </jats:p> Dared to Care: Organizational Vulnerability, Institutional Logics, and MNCs’ Social Responsiveness in Emerging Markets Organization Science
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title Dared to Care: Organizational Vulnerability, Institutional Logics, and MNCs’ Social Responsiveness in Emerging Markets
title_unstemmed Dared to Care: Organizational Vulnerability, Institutional Logics, and MNCs’ Social Responsiveness in Emerging Markets
title_full Dared to Care: Organizational Vulnerability, Institutional Logics, and MNCs’ Social Responsiveness in Emerging Markets
title_fullStr Dared to Care: Organizational Vulnerability, Institutional Logics, and MNCs’ Social Responsiveness in Emerging Markets
title_full_unstemmed Dared to Care: Organizational Vulnerability, Institutional Logics, and MNCs’ Social Responsiveness in Emerging Markets
title_short Dared to Care: Organizational Vulnerability, Institutional Logics, and MNCs’ Social Responsiveness in Emerging Markets
title_sort dared to care: organizational vulnerability, institutional logics, and mncs’ social responsiveness in emerging markets
topic Management of Technology and Innovation
Organizational Behavior and Human Resource Management
Strategy and Management
url http://dx.doi.org/10.1287/orsc.1120.0813
publishDate 2013
physical 1742-1764
description <jats:p> A significant gap exists in our understanding of what explains the varying responses of multinational corporations (MNCs) to social issues in emerging markets. Arguably, in a setting where both market institutions and regulations and norms of corporate social responsibility are underdeveloped, it is more difficult for corporations to take actions beyond those that serve their immediate economic interests. Proposing a social movement perspective on MNCs’ responsiveness to social issues in emerging markets, we identify the mechanisms by which online activists grab firms’ attention and force them to become more socially responsive. A perception of organizational vulnerability and a home-country institutional logic that is consistent with the demands of the online campaign provide political opportunity structures that hasten the corporate response but affect the magnitude of firm response differently. We test our framework in the empirical context of corporate philanthropic action following the 2008 earthquake in Sichuan province in China, which triggered an online campaign that questioned MNCs’ donations to the disaster relief effort. Our study contributes to the literature on heterogeneous organizational responses to social movements, a better understanding of the antecedents for MNCs’ social responsiveness in emerging markets, and research on MNCs. </jats:p>
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author Zhang, Jianjun, Luo, Xiaowei Rose
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author_sort zhang, jianjun
container_issue 6
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container_title Organization Science
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description <jats:p> A significant gap exists in our understanding of what explains the varying responses of multinational corporations (MNCs) to social issues in emerging markets. Arguably, in a setting where both market institutions and regulations and norms of corporate social responsibility are underdeveloped, it is more difficult for corporations to take actions beyond those that serve their immediate economic interests. Proposing a social movement perspective on MNCs’ responsiveness to social issues in emerging markets, we identify the mechanisms by which online activists grab firms’ attention and force them to become more socially responsive. A perception of organizational vulnerability and a home-country institutional logic that is consistent with the demands of the online campaign provide political opportunity structures that hasten the corporate response but affect the magnitude of firm response differently. We test our framework in the empirical context of corporate philanthropic action following the 2008 earthquake in Sichuan province in China, which triggered an online campaign that questioned MNCs’ donations to the disaster relief effort. Our study contributes to the literature on heterogeneous organizational responses to social movements, a better understanding of the antecedents for MNCs’ social responsiveness in emerging markets, and research on MNCs. </jats:p>
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spelling Zhang, Jianjun Luo, Xiaowei Rose 1047-7039 1526-5455 Institute for Operations Research and the Management Sciences (INFORMS) Management of Technology and Innovation Organizational Behavior and Human Resource Management Strategy and Management http://dx.doi.org/10.1287/orsc.1120.0813 <jats:p> A significant gap exists in our understanding of what explains the varying responses of multinational corporations (MNCs) to social issues in emerging markets. Arguably, in a setting where both market institutions and regulations and norms of corporate social responsibility are underdeveloped, it is more difficult for corporations to take actions beyond those that serve their immediate economic interests. Proposing a social movement perspective on MNCs’ responsiveness to social issues in emerging markets, we identify the mechanisms by which online activists grab firms’ attention and force them to become more socially responsive. A perception of organizational vulnerability and a home-country institutional logic that is consistent with the demands of the online campaign provide political opportunity structures that hasten the corporate response but affect the magnitude of firm response differently. We test our framework in the empirical context of corporate philanthropic action following the 2008 earthquake in Sichuan province in China, which triggered an online campaign that questioned MNCs’ donations to the disaster relief effort. Our study contributes to the literature on heterogeneous organizational responses to social movements, a better understanding of the antecedents for MNCs’ social responsiveness in emerging markets, and research on MNCs. </jats:p> Dared to Care: Organizational Vulnerability, Institutional Logics, and MNCs’ Social Responsiveness in Emerging Markets Organization Science
spellingShingle Zhang, Jianjun, Luo, Xiaowei Rose, Organization Science, Dared to Care: Organizational Vulnerability, Institutional Logics, and MNCs’ Social Responsiveness in Emerging Markets, Management of Technology and Innovation, Organizational Behavior and Human Resource Management, Strategy and Management
title Dared to Care: Organizational Vulnerability, Institutional Logics, and MNCs’ Social Responsiveness in Emerging Markets
title_full Dared to Care: Organizational Vulnerability, Institutional Logics, and MNCs’ Social Responsiveness in Emerging Markets
title_fullStr Dared to Care: Organizational Vulnerability, Institutional Logics, and MNCs’ Social Responsiveness in Emerging Markets
title_full_unstemmed Dared to Care: Organizational Vulnerability, Institutional Logics, and MNCs’ Social Responsiveness in Emerging Markets
title_short Dared to Care: Organizational Vulnerability, Institutional Logics, and MNCs’ Social Responsiveness in Emerging Markets
title_sort dared to care: organizational vulnerability, institutional logics, and mncs’ social responsiveness in emerging markets
title_unstemmed Dared to Care: Organizational Vulnerability, Institutional Logics, and MNCs’ Social Responsiveness in Emerging Markets
topic Management of Technology and Innovation, Organizational Behavior and Human Resource Management, Strategy and Management
url http://dx.doi.org/10.1287/orsc.1120.0813