Article2014

Firm responses to social movement pressures: A competitive dynamics perspective

97 citations0/0 files storedStrategic Management Journal

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Management and Organizational Studies Corporate Social Responsibility Reporting Environmental Sustainability in Business

Abstract

Why do firms respond to social movement pressures differently? This study investigates how the strategic motivation of firms, as captured by competitor activity and market dependence, influences the likelihood of their response to social movement demands. We examine this through a longitudinal analysis of wind power adoption by electric utilities in U.S. deregulated markets. We find that when either competitor actions aligned with movement demands or firm dependence on targeted markets increase, the positive effect of movement activism on firm response diminishes. In contrast, as strategic motivation declines, increases in movement activism become more influential at eliciting firm responses . Copyright © 2014 John Wiley & Sons, Ltd.

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References

1977Resource Mobilization and Social Movements: A Partial Theory 2011Robust Inference With Multiway Clustering 1983Resource Mobilization Theory and the Study of Social Movements 1996Competitor Analysis and Interfirm Rivalry: Toward A Theoretical Integration 1996Transformational leader behaviors and substitutes for leadership as determinants of employee satisfaction, commitment, trust, and organizational citize 2001Private Politics, Corporate Social Responsibility, and Integrated Strategy 2009Responding to public and private politics: corporate disclosure of climate change strategies 1977The Trend of Social Movements in America: Professionalization and Resource Mobilization

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