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Forest certification with Chinese characteristics: state engagement with non-state market-driven governance
16 references·1 citing·35 second hop
Forest certification with Chinese characteristics: state engagement with non-state market-driven governance (2013)Forest certification with Chinese charact…Comparing forest certification schemes: the case of ratcheting standards in the forest sector (2009)Comparing forest certificatio…Politics, Products, and Markets: Exploring Political Consumerism Past and Present (2008)Politics, Products, and Marke…How Foundations Shape Social Movements: The Construction of an Organizational Field and the Rise of Forest Certification (2007)How Foundations Shape Social …Can Non‐state Governance ‘Ratchet Up’ Global Environmental Standards? Lessons from the Forest Sector (2007)Can Non‐state Governance ‘Rat…Theorising accountability for NGO advocacy (2006)Theorising accountability for…Legitimacy and the Privatization of Environmental Governance: How Non–State Market–Driven (NSMD) Governance Systems Gain Rule–Making Authority (2002)Legitimacy and the Privatizat…To be different, or to be the same? It’s a question (and theory) of strategic balance (1999)To be different, or to be the…The Audit Society: Rituals of Verification (1999)The Audit Society: Rituals of…The Audit Society (1999)The Audit SocietyManaging Legitimacy: Strategic and Institutional Approaches (1995)Managing Legitimacy: Strategi…Risk Society, Towards a New Modernity (1994)Risk Society, Towards a New M…Risk Society: Towards a New Modernity (1993)Risk Society: Towards a New M…Institutions, Institutional Change and Economic Performance (1991)Institutions, Institutional C…Techno-economic Networks and Irreversibility (1990)Techno-economic Networks and …Institutions, Institutional Change and Economic Performance (1990)Institutions, Institutional C…Institutionalized Organizations: Formal Structure as Myth and Ceremony (1977)Institutionalized Organizatio…Certifying China (2022)Certifying ChinaThe Social Construction of Reality (1967)Organizational Control: Two Functions (1975)Educational Organizations as Loosely Coupled Systems (1976)Toward a Theory of Stakeholder Identification and Salience: Defining the Principle of who and What Really Counts (1997)The New Institutionalism in Organizational Analysis. (1993)The iron cage revisited institutional isomorphism and collective rationality in organizational fields (2004)Firm self-regulation through international certifiable standards: determinants of symbolic versus substantive implementation (2006)Can non‐state global governance be legitimate? An analytical framework (2007)Constructing and contesting legitimacy and accountability in polycentric regulatory regimes (2008)Autonomous Technology: Technics-out-of-Control as a Theme in Political Thought (1978)The Social Construction of Technological Systems: New Directions in the Sociology and History of Technology (1988)Co-word analysis as a tool for describing the network of interactions between basic and technological research: The case of polymer chemsitry (1991)Notes on the theory of the actor-network: Ordering, strategy, and heterogeneity (1992)When Flexible Routines Meet Flexible Technologies: Affordance, Constraint, and the Imbrication of Human and Material Agencies1 (2011)TECHNOLOGY AND HETEROGENEOUS ENGINEERING: THE CASE OF PORTUGUESE EXPANSION (2018)The Iron Cage Revisited: Institutional Isomorphism and Collective Rationality in Organizational Fields (1983)Firm Resources and Sustained Competitive Advantage (1991)Firm resources and sustained competitive advantage (2004)An Examination of Differences Between Organizational Legitimacy and Organizational Reputation* (2005)Business Model Design and the Performance of Entrepreneurial Firms (2007)Thinking about U : Theorizing and testing U ‐ and inverted U ‐shaped relationships in strategy research (2015)WHAT’S MEASURED IS WHAT MATTERS: TARGETS AND GAMING IN THE ENGLISH PUBLIC HEALTH CARE SYSTEM (2006)Rankings and Reactivity: How Public Measures Recreate Social Worlds (2007)Toward a Comparative Sociology of Valuation and Evaluation (2012)Shifting Paradigms for Sustainable Development: Implications for Management Theory and Research (1995)The Practice Turn in Contemporary Theory (2005)Developing a framework for responsible innovation (2013)WHY COMPANIES GO GREEN: A MODEL OF ECOLOGICAL RESPONSIVENESS. (2000)Modes of Network Governance: Structure, Management, and Effectiveness (2007)The death of the social? Re-figuring the territory of government (1996)Deliberative Democracy and Beyond (2002)Corruption and Growth (1995)Social Capital, Intellectual Capital, and the Organizational Advantage (1998)The Relational View: Cooperative Strategy and Sources of Interorganizational Competitive Advantage (1998)Not So Different After All: A Cross-Discipline View Of Trust (1998)
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  • 2007How Foundations Shape Social Movements: The Construction of an Organizational Field and the Rise of Forest Certification337 cited
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  • 2007Can Non‐state Governance ‘Ratchet Up’ Global Environmental Standards? Lessons from the Forest Sector

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259 cited
  • 2009Comparing forest certification schemes: the case of ratcheting standards in the forest sector250 cited
  • Cited by

    • 2022Certifying China35 cited