CSR Identity - A Social Network Perspective

There has been rampant research on the topics of Corporate Social Responsibility (CSR) and Organizational Identity (OI) but relatively little work done in combining both to understand how CSR affects an organization‟s members, particularly, their identification with OI. We follow a few studies that looked at a CSR Identity from a constructionist perspective which regards identity as a product of an inter-subjective process of reality construction (e.g. Humphreys & Brown, 2008; Lauring & Thomsen, 2009); but where our study differs is in taking a social network analytic approach as an initial attempt to theoretically and empirically explore the concept of a CSR Identity from a social influence standpoint (e.g. Salancik & Pfeffer, 1978). We develop and test a 2-component model of identification which consists of CSR Identity Perceptions & CSR Valuations as precursors to identification with a CSR Identity. Our analysis was two-fold where we (1) explored the link between CSR Identity Perceptions, Valuations, & Identification, and (2) used network analysis to test for social influence on organizational members‟ CSR Identity Perceptions & CSR Valuations. We adjusted the initial model based on our findings and some post hoc work indicating CSR Valuation to act as a mediator between CSR Identity Perceptions & Identification. Further, our results suggested that social influence acts on Identification through its precursors Identity Perceptions & Valuations, thus supporting a constructionist view of identity. Social influence was shown to operate mainly through group closure and informal centrality (power) on CSR Identity Perceptions & Valuations, and through brokerage on CSR Valuation. We conclude the paper with some interpretation of findings and a discussion of applications and limitations

The interplay of agency, culture and networks in field evolution

We examine organizational field change instigated by activists. Contrary to existing views emphasizing incumbent resistance, we suggest that collaboration between incumbents and challenger movements may emerge when a movement's cultural and relational fabric becomes moderately structured, creating threats and market opportunities but remaining permeable to external influence. We also elucidate how lead incumbents' attempts at movement cooptation may be deflected through distributed brokerage. The resulting confluence of cultural and relational "structuration" between movement and field accelerates the pace but dilutes the radicalness of institutional innovation, ensuring ongoing, incremental field change. Overall, this article contributes to the emergent literature on field dynamics by uncovering the evolution and outcomes of collaborative work at the intersection of social movements and incumbent fields

The power of commitment and the shadow of bureaucracy: factors affecting organisational culture in UK defence equipment and support, 2008-2014

This research exposed some of the factors that affected organisational culture and group behaviour in Defence Equipment and Support (DE&S) from its inception in 2007 through to 2014, when it became a Bespoke Trading Entity. The factors that were examined included organisationally legitimised personal, social and geographic identity, and linguistic difference and group size. Metaphor was also used by group members to describe the relationship they had with their groups. Group size was another factor that affected group behaviour. Finally, the effects of socio-technical induction and socio-cultural integration were seen to be additional factors that allowed cultural drag to occur within DE&S. The research was an insider ethnographic study that used a qualitative, multi-factorial approach which encompassed 6 years of observations, 124 interviews, and included the analysis of appropriate DE&S policy documents. This thesis is considered to be unique because no research of this nature, or at this level, has been carried out in DE&S, the Defence Procurement Agency (DPA) and the Defence Logistics Organisation (DLO). In addition, no studies have investigated the organisational culture of DE&S, apart from Kirke (2007a unpublished), Kirke (2010), which was a published article that was informed by that pilot study. The factors that were identified combined to produce both an organisation that possessed multiple organisational cultures and one single ethos which was that of delivering equipment to troops and supporting the troops, described as ‘front-line-first’. There was also an organisational culture that was affected by both the socio-technical and socio-cultural interactions of its members and of unconscious behaviours. All of those factors acted together as a system of interactions, with different factors taking primacy depending on the organisational context, no single factor being consistently more important than any other. The ethos of “front-line-first” was embedded within the DE&S organisational culture as a value which may have been used as a metaphor for the primacy of the overarching organisational culture of supporting the front-line

Extending Two-Dimensional Knowledge Management System Theory with Organizational Activity Systems\u27 Workflow Dynamics

Between 2005 and 2010 and across 48 countries, including the United States, an increasing positive correlation emerged between national intellectual capital and gross domestic product per capita. The problem remains organizations operating with increasingly complex knowledge networks often lose intellectual capital resulting from ineffective knowledge management practices. The purpose of this study was to provide management opportunities to reduce intellectual capital loss. The first research question addressed how an enhanced intelligent, complex, and adaptive system (ICAS) model could clarify management\u27s understanding of organizational knowledge transfer. The second research question addressed how interdisciplinary theory could become more meaningfully infused to enhance management practices of the organization\u27s knowledge ecosystem. The nature of this study was phenomenological to gain deeper understanding of individual experiences related to knowledge flow phenomena. Data were collected from a single historical research dataset containing 11 subject interviews and analyzed using Moustakas\u27 heuristic framework. Original interviews were collected in 2012 during research within a military unit, included in this study based on theme alignment. Organizational, knowledge management, emergent systems, and cognition theories were synthesized to enhance understandings of emergent ICAS forces. Individuals create unique ICAS flow emergent force dynamics in relation to micro- and macro-meso sensemaking and sensegiving. Findings indicated individual knowledge work significantly shapes emergent ICAS flow dynamics. Collectively enhancing knowledge stewardship over time could foster positive social change by improving national welfare

Historical social research: the use of historical and process-produced data

Die Entwicklung einer quantitativen Sozialgeschichtsschreibung verstärkt die interdisziplinären Beziehungen zwischen Geschichte, Soziologie, Politikwissenschaft und anderen Sozialwissenschaften. Diese verstärkte Kooperation und methodische Diskussion findet in dem Sammelband ihren Niederschlag. Behandelt werden (1) theoretische Überlegungen zum Problem einer quantifizierenden Geschichtswissenschaft; (2) Analysen von Volkszählungsdaten; (3) Analysen von kollektiven und individuellen Biographien; (4) Gehaltsanalysen von Dokumenten; (5) Periodisierungsprobleme; (6) Analysen des sozialen Netzwerks; (7) Probleme der offiziellen statistischen Daten; (8) Probleme der Datenorganisation; (9) neue Datenbanken und Projekte. (BG

The impact of relational and structural embeddedness on alliance termination outcomes

The literature on strategic alliances has extensively studied factors that contribute to the formation of alliances, choice of alliance governance, and predictors of alliance termination. However, despite extant evidence of high instability of alliance relationships, the post-termination outcomes of alliance dissolutions are understudied. In this dissertation, I try to investigate the impact of alliance termination on partners' future alliance activity. I study alliance outcomes from a social embeddedness perspective and argue that alliance termination can negatively affect firms' abilities to form new relationships, and to maintain their existing relationships. Furthermore, I present two sets of competing hypotheses based on two major benefits of network cohesion: informational advantage and social control. On the one hand, based on the informational advantages of social network, network cohesion can compensate for the adverse effect of alliance termination. On the other hand, collective sanctions and punishments resulting from the social control mechanism may increase the negative outcomes of alliance terminations. Based on the analysis of data on joint venture activities of top global chemical companies from 1990 to 2005, I find support for 1) the negative effect of alliance termination on the partners' alliance activities, and 2) the positive impact of network cohesion on alliance outcomes.Ph.D., Business Administration -- Drexel University, 201

From the Pen of a disillusioned learner

Yesterday, one of my juniors called me. “Samvida, I have my physics exam tomorrow, and I have a doubt. Can you help me?” I was only too happy to assist, and spent a couple of minutes going over the question with her. When we reached a concept she hadn’t learnt yet, I began explaining to her, but she cut me off midway. “It’s okay, we haven’t learnt it, it can’t come in the paper,” she assured me confidently. When I put down the phone, I did so with some niggling uneasiness