In this inductive, exploratory study, we explore how emotions affect the agency of vulnerable persons and their engagement in social innovation to challenge oppressive institutional constraints. By presenting the in-depth case of a successful entrepreneur from a shantytown, we show how emotions affect the construction of a self that contributes to the reproduction of social order rather than change, and how effective interventions can break the cycle of poverty and hopelessness that is dominant among excluded people. We find that this (...) process is fragile and contingent on the presence of known strangers—that is, a web of actors that contributes not only resources but also emotional engagement that helps the emergence and development of low-power actors’ projectivity. We identify mechanisms for and provide a model of the development and emergence of the projective self that is necessary to engage in future-oriented agency. (shrink)

Based on a survey and content analysis of 462 peer-reviewed academic articles over the period 1990–2014, this article reviews theories related to the external drivers of corporate social responsibility and the internal drivers of CSR that have been utilized to explain CSR. The article discusses the main tenets of the principal theoretical perspectives and their application in CSR research. Going beyond previous reviews that have largely failed to investigate theory applications in CSR scholarship, this article stresses the importance of theory-driven (...) explanations of CSR and the complementarity of different theories. The article demonstrates that the current mainstream theorizing of CSR is dominated by theories related to the external drivers of CSR and is less developed with regard to the internal dynamics. The article outlines several productive avenues for future research: the need for multi-theory studies and more research at multiple levels of analysis, particularly at the individual level of analysis. It suggests that CSR scholarship can benefit from combining theoretical insights from a range of established theoretical lenses such as institutional theory and RBV, and can gain new insights from theoretical lenses such as Austrian economics and micro-level psychological theories. (shrink)

The starting premise of this paper is that business models can transform social reality—sometimes to an extreme. Then, building on the concept of “grand challenges,” we argue that such transformations can be either positive or negative in nature —even in the case of business models designed to improve value not only economically but environmentally and socially as well. To further our understanding of the negative aspects, we introduced two conceptual categories of business model: those for oppression or depletion and exclusionary (...) ones. We further argue that bringing the notion of grand challenges center-stage highlights four elements that can contribute to emerging research and inform practice on transformational business models. These elements are: participatory forms of architecture; multivocal inscriptions; scaffolding; and proximity. They are central components of what we name transformational business models. (shrink)

This special issue of Business & Society explores how institutions and actors influence organizational choices regarding corporate responsibility initiatives and mechanisms. Assuming CR reflects strategic choices made by firms, the authors seek to move discussions from why aspects to aligning the why with the what/how aspects of CR. The articles in this special issue examine CR initiatives at multiple levels as well as CR mechanisms ranging from “go-it-alone” unilateral activities to collaborative partnerships. The study goals are two-fold. First, the authors (...) focus on firms’ attempt to create and manage a portfolio of corporate responsibilities—social, political, environmental, and economic. These responsibilities involve relationships with a range of stakeholders , often simultaneously, and recognizing that the corporation can devote limited resources to manage stakeholder expectations in this regard. Second, the authors seek to understand how institutional and competitive contexts matter in shaping specific CR choices to provide tangible evidence of managing responsibly. The authors suggest that consciously aligning CR initiatives with appropriate mechanisms will allow the corporations to efficiently and effectively pursue their CR objectives and arguably create sustained impact. (shrink)

This paper investigates different modes of organizing for corporate social responsibility (CSR). Based on insights from organization theory, we theorize two ways to organize for CSR. “Complete” organization for CSR happens within businesses and depends on the availability of certain organizational elements (e.g., membership, hierarchy, rules, monitoring, and sanctioning). By contrast, “partial” organization for CSR happens when organizers do not have direct access to all these organizational elements. We discuss partial organization for CSR by analyzing how standards and cross-sector partnerships (...) make selective use of organizational elements. We maintain that an important feature of the increasing institutionalization of CSR—not only within businesses but also among non-governmental, governmental, and professional actors—is the rise of partial forms of organization. We discuss the contributions to this Special Issue in the context of our theorization of complete/partial organization for CSR and outline avenues for further research. (shrink)

In this article, we explain the mechanisms that allow social enterprises to balance their missions, and the risk of mission drift as organizations grow. We empirically explore Incubator-BUS (I-BUS), a student organization within a private Brazilian university, which sought to incubate cooperatives for vulnerable groups. Although initially successful in balancing its missions, I-BUS then failed. We show how scaling-up can complicate the balancing of different missions within the same organization. We propose that, to balance their missions, social enterprises—especially recently formed (...) and democratically managed enterprises—need not only “spaces of negotiation,” as suggested in the literature, but also “herding spaces” that connect an organization to its institutional context. We indicate why herding spaces are critical, but then show how scaling-up can result in organizational “compartmentalization” that undermines them. (shrink)

Social innovation is about solving important problems in new ways. In professional exchange fields, however, structuring and constraining forces make introducing new solutions exceedingly difficult, and known pathways that introduce new solutions are unlikely to be successful. In this article, I examine how social innovation can be encouraged in a professional exchange field. I identify three kinds of disrupting action (entwining problems, reconfiguring arrangements, and actively waiting) that can be used to encourage social innovation. These actions interrupt and expand essential (...) elements of professionals’ work and they condition parts of the field to be supportive of and susceptible to social innovation. This research contributes to literature in three ways. First, it examines social innovation in a setting that has not been explored, uncovering an amalgamation of pathways that encourage social innovation. Second, it describes three types of disrupting action that set pathways in motion. Third, it conceptually links disrupting action to social innovation. (shrink)

Although the literature on social innovation has focused primarily on social enterprises, social innovation has long occurred within mainstream corporations. Drawing upon recent scholarship on social movements and institutional complexity, we analyze how movements foster corporate social innovation (CSI). Our context is the adoption of green information systems (“green IS”), which are information systems employed to transform organizations and society into more sustainable entities. We trace the historical emergence of green IS as a corporate response to increasing demands for sustainability (...) reporting, a key social innovation that environmental activists helped to create. Drawing upon extensive survey data from more than 400 U.S. firms, we then examine how managers perceived environmental activism in relation to broader field pressures for change and how their perceptions of both were related to green IS adoption. The results reveal that activists were more effective at influencing adoption indirectly by transforming organizational fields than by directly influencing corporate managers. Combined with the historical analysis, these findings suggest that CSI emerged out of ongoing interactions between activists, corporate managers, and other influential actors within a broader social innovation system. Activists helped to create conditions for social innovation, but corporations took the lead in developing new practices. (shrink)

This article argues that emotions can be a medium of social power. Using qualitative interview material from American Jews discussing anti-Semitism and its relationship to contemporary politics, it engages recent scholarship on emotions and political contention and shows how emotions make effective the various forms of symbolic exclusion by which group members exercise what Bourdieu calls symbolic power. It also explores the emotional connections to group membership by which some “excluded” members can engage in symbolic struggle over “the principles of (...) vision and division” Bourdieu (Sociological Theory 7(1), 14–25, 1989) that define the group. Finally, it shows how emotions work to incite discipline in some group members, inspiring them to conform to dominant definitions of group membership so as to avoid both symbolic struggle and exclusion. (shrink)

While most research on business–nonprofit partnerships has focused on macro and meso perspectives, this article pays attention to the micro level. Drawing on various theoretical perspectives from both marketing and management, this study conceptually relates the outcomes of active employee participation in such partnerships to consumer self-interest. This article also explores empirically whether and when self-interest affects consumers’ responses toward firms in relation to business–nonprofit partnerships. The study reveals that self-interest can directly influence consumers’ behavioral responses toward firms , whereas (...) the impact on evaluative responses in terms of attitude and trust is only weak. The fit between the firm and the nonprofit partner turns out to moderate this effect, with consumer self-interest only playing a role if fit is high. Implications for research and practice are discussed. (shrink)