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  1. A Complexity Theory Framework of Issue Movement.James R. Barker & Cedric E. Dawkins - 2020 - Business and Society 59 (6):1110-1150.
    This research draws on complexity theory to provide an alternative conceptualization of issue management. We use six dynamics of complexity drawn from complex adaptive systems—equipoise, turbulence, sensitive conditions, bifurcation, attractor emergence, and symmetry breaking—to develop a metaphorical framework that describes what occurs during various periods of issue activity and what propels issues from one period of activity to another. We illustrate the framework with a case study of the pharmaceutical industry response to the HIV/aids pandemic in Sub-Saharan Africa. The article (...)
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  • Linking Social Issues to Organizational Impact: The Role of Infomediaries and the Infomediary Process.David L. Deephouse & Pursey P. M. A. R. Heugens - 2009 - Journal of Business Ethics 86 (4):541-553.
    When do organizations decide to ‘adopt’ a given social issue such that they come to acknowledge it in their patterns of action and communication? Traditional answers to this question have focused either on the characteristics of the issue itself, or on the traits of the focal organization. In many cases, however, a firm’s decision to adopt or ignore an issue is not a straightforward function of firm or issue characteristics. Instead, we view issue adoption as a socially constructed process of (...)
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  • A Network Perspective on Stakeholder Management: Facilitating Entrepreneurs in the Discovery of Opportunities.Wim Vandekerckhove & Nikolay A. Dentchev - 2005 - Journal of Business Ethics 60 (3):221-232.
    The problem of opportunity discovery is at the heart of entrepreneurial activity. Cognitive limitations determine the search for and the analysis of information and, as a consequence, constrain the identification of opportunities. Moreover, typical personal characteristics – locus of control, need for independence and need for achievement – suggest that entrepreneurs will tend to take a central position in their stakeholder environments and thus fail to adapt to the complexity of stakeholder relationships in their entrepreneurial activity. We approach this problem (...)
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  • Power of Paradox: Grassroots Organizations’ Legitimacy Strategies Over Time.Marjo Siltaoja, Arno Kourula & Rashedur Chowdhury - 2021 - Business and Society 60 (2):420-453.
    Fringe stakeholders with limited resources, such as grassroots organizations (GROs), are often ignored in business and society literature. We develop a conceptual framework and a set of propositions detailing how GROs strategically gain legitimacy and influence over time. We argue that GROs encounter specific paradoxes over the emergence, development, and resolution of an issue, and they address these paradoxes using cognitive, moral, and pragmatic legitimacy strategies. While cognitive and moral strategies tend to be used consistently, the flexible and paradoxical use (...)
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  • Auditor Independence, Accounting Firms, and the Securities and Exchange Commission: Application of the Issue Life Cycle Model.Virginia W. Gerde & Craig G. White - 2003 - Business and Society 42 (1):83-114.
    The authors apply the issue life cycle model to analyze the 1999 through 2001 dispute between the Securities and Exchange Commission and the accounting profession concerning auditor independence. The analysis also brings additional insights that extend understanding of the issue life cycle and issues development. This analysis highlights the roles of a trigger event, the shift of an issue from a technical concern to a public debate, and likely recurrence. The reappearance of the auditor independence issue in 2002 with accounting (...)
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