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Strategic Organization
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Hybrid journal (It can contain Open Access articles)
ISSN (Print) 1476-1270 - ISSN (Online) 1741-315X
Published by Sage Publications

[737 journals] [SJR: 1.349] [H-I: 9]

SO! What's New in 2014'
- Authors: Coff, R; Felin, T, Langley, A, Rowley, T.
  Pages: 3 - 6
  PubDate: 2014-02-02T23:15:36-08:00
  DOI: 10.1177/1476127014521911|hwp:resource-id:spsoq;12/1/3
  Issue No: Vol. 12, No. 1 (2014)
Contrasting alternative explanations for the consequences of category
spanning: A study of restaurant reviews and menus in San Francisco
- Authors: Kovacs, B; Johnson, R.
  Pages: 7 - 37
  Abstract: Recent literature on organizational category spanning demonstrates that organizations that span multiple categories on average suffer social and economic disadvantages in markets. While multiple mechanisms have been proposed to explain this finding, most studies do not test directly nor contrast these mechanisms. In this article, we contrast two of the main mechanisms proposed in the literature: the audience-side typicality-based explanation (category spanners are atypical of each categories spanned) and the producer-side quality-based explanation (category spanners produce lower quality output because they cannot develop expertise in any of the categories spanned). We find evidence for both mechanisms. Furthermore, we argue that quality and typicality interact such that high-quality organizations can benefit from being atypical. Finally, we contrast two kinds of spanning, "fusion" and "food court," and argue that their effects are different depending on the overall quality of the organization. Our empirical setting is the restaurant domain, and we analyze menus and reviews of 474 restaurants located in San Francisco.
  PubDate: 2014-02-02T23:15:36-08:00
  DOI: 10.1177/1476127013502465|hwp:master-id:spsoq;1476127013502465
  Issue No: Vol. 12, No. 1 (2014)
The stakeholder enterprise: Caring for the community by attending to
employees
- Authors: Ni, N; Qian, C, Crilly, D.
  Pages: 38 - 61
  Abstract: A core issue in stakeholder theory is how firms can engender joint interests among competing stakeholders. We draw on theories of normative influence and reciprocity to identify how firms positively influence the relations between their internal and external stakeholders. We propose that firms can send credible corporate signals, such as philanthropy and sustainability reporting, to exert social influence on employees, but that employees’ own treatment by their firm and career prospects are also important in shaping their behavior toward the external community. We investigate these arguments in the context of Chinese firms’ donation behavior following the 2008 Sichuan earthquake. Empirical analysis shows that the credibility of corporate signals differs. Sustainability reporting that adheres to global standards has a direct bearing on employees’ behavior. In contrast, corporate giving by itself has no general influence on the willingness of employees to donate. However, firms that have either positive employee relations or have employees with superior career prospects and make donations to earthquake relief stimulate their employees to make their own donations too. In so doing, firms gain from the efforts of internal stakeholders to serve external stakeholders. We discuss the implications of our study for stakeholder theory and, in particular, the jointness of stakeholder interests.
  PubDate: 2014-02-02T23:15:36-08:00
  DOI: 10.1177/1476127013510239|hwp:master-id:spsoq;1476127013510239
  Issue No: Vol. 12, No. 1 (2014)
Status and reputation: Synonyms or separate concepts'
- Authors: Sorenson; O.
  Pages: 62 - 69
  Abstract: Status and reputation have often been treated as synonyms. These concepts, however, arise from disconnected literatures in which they had quite distinct connotations. This article explores the similarities and differences between these theoretical constructs, discusses the extent to which research in the management literature has captured one versus the other, and proposes a path for moving forward our understanding of these concepts.
  PubDate: 2014-02-02T23:15:36-08:00
  DOI: 10.1177/1476127013513219|hwp:master-id:spsoq;1476127013513219
  Issue No: Vol. 12, No. 1 (2014)
Business sustainability: It is about time
- Authors: Bansal, P; DesJardine, M. R.
  Pages: 70 - 78
  Abstract: Sustainability is fast becoming fashionable in strategic management, and yet its meaning is often elusive. Some people restrict sustainability to environmental issues, and others use it synonymously with corporate social responsibility. In this essay, we return to the roots of its original meaning and argue that sustainability requires the consideration of time. Sustainability obliges firms to make intertemporal trade-offs to safeguard intergenerational equity. In this essay, we clarify the meaning of sustainability by showing that the notion of ‘time’ discriminates sustainability from responsibility and other similar concepts. We then argue that the omission of time from most strategic management has contributed to short-termism, which is the bane sustainability. We conclude with directions for future research that will integrate sustainability into strategy and contribute to a world in which both business and society can thrive for generations to come.
  PubDate: 2014-02-02T23:15:36-08:00
  DOI: 10.1177/1476127013520265|hwp:resource-id:spsoq;12/1/70
  Issue No: Vol. 12, No. 1 (2014)
Special issue of Strategic Organization: "Strategic Responses to
Institutional Complexity"
- Pages: 79 - 82
  PubDate: 2014-02-02T23:15:36-08:00
  DOI: 10.1177/1476127014521912|hwp:resource-id:spsoq;12/1/79
  Issue No: Vol. 12, No. 1 (2014)

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