Social innovations are urgently needed as we confront complex social problems. As these social problems feature substantial interdependencies among multiple systems and actors, developing and implementing innovative solutions involve the re-negotiating of settled institutions or the building of new ones. In this introductory article, we introduce a stylized three-cycle model highlighting the institutional nature of social innovation efforts. The model conceptualizes social innovation processes as the product of agentic, relational, and situated dynamics in three interrelated cycles that operate at the (...) micro, meso, and macro levels of analysis. The five papers included in this special issue address one or more of these cycles. We draw on these papers and the model to stimulate and offer guidance to future conversations on social innovations from an institutional theory perspective. (shrink)

This review argues that the role of technology in business and society debates has predominantly been examined from the limited, narrow perspective of technology as instrumental, and that two additional but relatively neglected perspectives are important: technology as value-laden and technology as relationally agentic. Technology has always been part of the relationship between business and society, for better and worse. However, as technological development is frequently advanced as a solution to many pressing societal problems and grand challenges, it is imperative (...) that technology is understood and analyzed in a more nuanced, critical, and comprehensive way. The two additional perspectives invite a broader research agenda, one that includes questions, such as “Which values and whose interests has technology come to emulate?”; “How do these values and interests play out in stabilizing the status quo?”; and, importantly, “How can it be contested, disrupted, and changed?” Any research that endorses green, sustainable, environmental, or climate mitigating technologies potentially contributes to maintaining the very thing that it seeks to change if questions such as these are not being addressed. (shrink)

Climate change is one of the most pressing issues facing humanity and has become an area of growing focus in Business & Society. Looking back and reviewing climate change discussion within this journal highlights the importance of time and space in addressing the climate crisis. Looking forward, we extend existing research by theorizing and politicizing the co-implication of time and space through the concept of “space-time.” To illustrate this, we employ the logical structure of “the trace” to advance business and (...) society scholarship on climate change by shifting the focus to a place-bound emphasis on climate impacts and directing scholarship toward climate change’s temporal markers and material effects. By operationalizing “the trace,” we contribute to Business & Society debates in three ways: reimagining complex stakeholder relations, advancing a performative understanding of climate risk, and foregrounding planetary systems and the physical environment. (shrink)

We posit and find evidence consistent with a new mechanism of intra-firm enforcement spillovers: the leakage of scarce compliance resources across facilities within a firm. Using a facility-level panel data set of Clean Air Act (CAA) enforcement actions from 2005 to 2017, we find a facility is more likely to violate the CAA following penalties on its same-industry-same-state siblings. In contrast, there is no significant spillover across firms. We show that the intra-firm spillover is not due to changes in regulatory (...) attention or production shifting. Instead, our results suggest it may result from the redeployment of scarce compliance resources across siblings. Consistent with this mechanism, we find compliance leakage only occurs at privately held firms and facilities that lack the resources to invest in pollution prevention. The findings contribute to understanding the efficacy of environmental enforcement and have important implications for intra-firm management of environmental performance and regulatory enforcement approaches. (shrink)

While the notion that CEOs have a general influence over their firms’ stakeholder strategies is well accepted, little attention has been given to how CEOs can actively and performatively manage social activism in and around their firms. I seek to develop an initial understanding of this phenomenon by examining some of the critical consequences of CEOs’ public responses to social activist challenges. Drawing on instrumental stakeholder theory and social movement theory, I recognize the dualistic nature of CEOs’ public responses to (...) social activist challenges; that is, a single response can influence both the direct pressure received from the focal social activists confronting the firm as well as the potential pressure the firm could face in the form of additional challenges. I argue that a CEO’s accommodative public response—seen by social activists as a sign that the CEO and firm are aligned with their beliefs, values, and motivations—will be negatively associated with the focal social activists’ willingness to punish the firm. At the same time, however, a CEO’s accommodative public response sends a broader signal—reflective of the CEO and firm’s relative openness to social activism and social issues—that will be positively associated with the perceived attractiveness of the firm’s corporate opportunity structure for social activism, increasing the potential for the firm to receive additional social activist challenges. I conduct a laboratory experiment based on a real-life case and find support for my arguments. The results yield important implications for research on strategic leadership, stakeholder strategy, and social movements. (shrink)

This paper addresses the question of whether and how public action via civil society and/or government can meaningfully shape industry-wide corporate responsibility behaviour. We explore how, in principle, ICR can come about and what conditions might be effective in promoting more ethical behaviour. We propose a framework to understand attempts to develop more responsible behaviour at an industry level through processes of negotiation and coalition building. We suggest that any attempt to meaningfully influence ICR would require stakeholders to possess both (...) power and legitimacy; moreover, magnitude and urgency of the issue at stake may affect the ability to influence ICR. The framework is applied to the retail banking industry, focusing on post-crisis experiences in two countries—Spain and the UK—where there has been considerable pressure on the retail banking industry by civil society and/or government to change behaviours, especially to abandon unethical practices. We illustrate in this paper how corporate responsibility at the sector level in retail banking is the product of context-specific processes of negotiation between civil society and public authorities, on behalf of customers and other stakeholders, drawing on legal and other institutions to influence industry behaviour. (shrink)