Although a tainted outside director’s social status may serve as a buffer against devaluation owing to an affiliate firm’s corporate financial misconduct, the extent of this buffer effect is unclear. We propose a threshold approach by introducing the expectancy violation perspective, which generates a theoretical tension from the network-embeddedness perspective, to clarify the following question: From which perspective does the buffer effect of social status become more salient? Specifically, we propose an inverted U–shaped relationship between the directors’ social status and (...) the departure of tainted outside directors from host firms. We theorize that when directors’ social status exceeds a certain threshold, the network-embeddedness perspective is more dominant than the expectancy violation perspective. Moreover, a host firm’s external stakeholder attention and board social status moderate the inverted-U effect such that its turning point shifts to the right because such contingencies increase the threshold for the buffer. Using a sample of tainted outside directors penalized for associated firms’ financial misconduct, we find evidence that supports our predictions. Our study helps clarify the boundary between the competing theoretical perspectives of expectancy violation and network embeddedness to explain the phenomenon of tainted director departure. (shrink)

Previous research on corporate community involvement (CCI) initiatives indicates that such behaviour is critical for building neighbourhood relationships and extending corporate influence in the community, but there is little theoretical work that provides a clear picture of managing the nature of the initiatives from different stakeholder management approaches. Drawing from theoretical insights of stakeholder theory and the concept of social capital, this article proposes nine strategic directions for CCI initiatives, and concludes by discussing the management implications of the proposed strategic (...) directions. Our proposed approaches have the potential to improve current understanding and practice of corporations and their CCI initiatives. (shrink)

Scholars are increasingly exploring community-supported businesses (CSBs) as promising alternatives to conventional ones. However, researchers are so far overlooking that CSBs vary in their underlying business models, that is, how they propose, create, and capture value. We apply a multi-staged qualitative research process to carve out the differences between community-supported business models (CSBMs) that exist in practice. Our research shows that transactional and relational CSBMs differ in how they propose, create, and capture value which, in turn, has implications for the (...) resources required to thrive. (shrink)