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Collaborative Stakeholder Engagement: An Integration between Theories of Organizational Legitimacy and Learning
16 references·16 citing·26 second hopsampled
Collaborative Stakeholder Engagement: An Integration between Theories of Organizational Legitimacy and Learning (2017)Collaborative Stakeholder Engagement: An …Inside the Hybrid Organization: Selective Coupling as a Response to Competing Institutional Logics (2012)Inside the Hybrid Organizatio…Organizational Learning: From Experience to Knowledge (2011)Organizational Learning: From…Overcoming Local Search Through Alliances and Mobility (2003)Overcoming Local Search Throu…Shareholder value, stakeholder management, and social issues: what's the bottom line? (2001)Shareholder value, stakeholde…Toward a Theory of Stakeholder Identification and Salience: Defining the Principle of who and What Really Counts (1997)Toward a Theory of Stakeholde…Managing Legitimacy: Strategic and Institutional Approaches (1995)Managing Legitimacy: Strategi…Strategic Responses to Institutional Processes (1991)Strategic Responses to Instit…STRATEGIC RESPONSES TO INSTITUTIONAL PROCESSES (1991)STRATEGIC RESPONSES TO INSTIT…Exploration and Exploitation in Organizational Learning (1991)Exploration and Exploitation …Organizational Learning (1988)Organizational LearningResearch in Organizational Behavior. (1986)Research in Organizational Be…The Iron Cage Revisited: Institutional Isomorphism and Collective Rationality in Organizational Fields (1983)The Iron Cage Revisited: Inst…Institutional Sources of Change in the Formal Structure of Organizations: The Diffusion of Civil Service Reform, 1880-1935 (1983)Institutional Sources of Chan…The External Control of Organizations: A Resource Dependence Perspective (1979)The External Control of Organ…Institutionalized Organizations: Formal Structure as Myth and Ceremony (1977)Institutionalized Organizatio…A Behavioral Theory of the Firm (1964)A Behavioral Theory of the Fi…Tailor-to-Target: Configuring Collaborative Shareholder Engagements on Climate Change (2023)Tailor-to-Target: Configuring…Learning in strategic alliances: Reviewing the literature streams and crafting the agenda for future research (2023)Learning in strategic allianc…Optimal distinctiveness across revenue models: Performance effects of differentiation of paid and free products in a mobile app market (2022)Optimal distinctiveness acros…The impact of board gender diversity and foreign institutional investors on firm innovation: evidence from China (2021)The impact of board gender di…Stakeholder identification as entrepreneurial action: The social process of stakeholder enrollment in new venture emergence (2021)Stakeholder identification as…Organizational legitimacy perception: Gender and uncertainty as bias for evaluation criteria (2021)Organizational legitimacy per…Integrating corporate sustainability and sustainable development goals: towards a multi-stakeholder framework (2021)Integrating corporate sustain…Frenemies: Overcoming Audiences’ Ideological Opposition to Firm–Activist Collaborations (2021)Frenemies: Overcoming Audienc…Dealing with impact of COVID-19 on transportation in a developing country: Insights and policy recommendations (2021)Dealing with impact of COVID-…The behavioral theory of the (community‐oriented) firm: The differing response of community‐oriented firms to performance relative to aspirations (2020)The behavioral theory of the …Grassroots Resistance to Digital Platforms and Relational Business Model Design to Overcome It: A Conceptual Framework (2020)Grassroots Resistance to Digi…Big data for social benefits: Innovation as a mediator of the relationship between big data and corporate social performance (2020)Big data for social benefits:…What on Earth Should Managers Learn About Corporate Sustainability? A Threshold Concept Approach (2019)What on Earth Should Managers…Vertical stakeholder collaborations for firm innovativeness in new product development: The moderating roles of legal bonds and operational linkages (2019)Vertical stakeholder collabor…The influence of social embeddedness on organizational legitimacy and the sustainability of the globalization of the sharing economic platform: Evidence from Uber China (2019)The influence of social embed…Stakeholder Relationship Capability and Firm Innovation: A Contingent Analysis (2019)Stakeholder Relationship Capa…The Social Construction of Reality (1967)Organizational Control: Two Functions (1975)Educational Organizations as Loosely Coupled Systems (1976)Organizational Legitimacy: Social Values and Organizational Behavior (1975)STRATEGY IN EMERGING ECONOMIES. (2000)The Essential Impact of Context on Organizational Behavior (2006)Theory of the firm: Managerial behavior, agency costs and ownership structure (1976)Economic Action and Social Structure: The Problem of Embeddedness (1985)Corporate Social Responsibility: A Theory of the Firm Perspective (2001)Corporate Social and Financial Performance: A Meta-Analysis (2003)Misery Loves Companies: Rethinking Social Initiatives by Business (2003)WHY COMPANIES GO GREEN: A MODEL OF ECOLOGICAL RESPONSIVENESS. (2000)The iron cage revisited institutional isomorphism and collective rationality in organizational fields (2004)Modes of Network Governance: Structure, Management, and Effectiveness (2007)A BEHAVIORAL MODEL OF RATIONAL CHOICE (1955)Prospect theory: An analysis of decision under risk (1988)Toward a knowledge‐based theory of the firm (1996)Absorptive Capacity: A Review, Reconceptualization, and Extension (2002)The Theory of Economic Development (2003)Explicating dynamic capabilities: the nature and microfoundations of (sustainable) enterprise performance (2007)Organizations: Rational, Natural, and Open Systems (1988)Institutional Complexity and Organizational Responses (2011)The Relational View: Cooperative Strategy and Sources of Interorganizational Competitive Advantage (1998)Organizing and the Process of Sensemaking (2005)Psychological Safety and Learning Behavior in Work Teams (1999)Self-Reports in Organizational Research: Problems and Prospects (1986)
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References

  • 1983The Iron Cage Revisited: Institutional Isomorphism and Collective Rationality in Organizational Fields38,372 cited
  • 1977Institutionalized Organizations: Formal Structure as Myth and Ceremony28,271 cited
  • 1991Exploration and Exploitation in Organizational Learning21,910 cited
  • 1995Managing Legitimacy: Strategic and Institutional Approaches19,858 cited
  • 1986Research in Organizational Behavior.10,897 cited
  • 1997Toward a Theory of Stakeholder Identification and Salience: Defining the Principle of who and What Really Counts9,467 cited
  • 1979The External Control of Organizations: A Resource Dependence Perspective9,172 cited
  • 1991Strategic Responses to Institutional Processes6,953 cited
  • 1988Organizational Learning6,656 cited
  • 1991STRATEGIC RESPONSES TO INSTITUTIONAL PROCESSES5,173 cited
  • 2001Shareholder value, stakeholder management, and social issues: what's the bottom line?3,685 cited
  • 1964A Behavioral Theory of the Firm3,009 cited
  • 1983Institutional Sources of Change in the Formal Structure of Organizations: The Diffusion of Civil Service Reform, 1880-19352,886 cited
  • 2012Inside the Hybrid Organization: Selective Coupling as a Response to Competing Institutional Logics2,421 cited
  • 2011

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Organizational Learning: From Experience to Knowledge
1,940 cited
  • 2003Overcoming Local Search Through Alliances and Mobility1,681 cited
  • Cited by

    • 2019Stakeholder Relationship Capability and Firm Innovation: A Contingent Analysis121 cited
    • 2020Big data for social benefits: Innovation as a mediator of the relationship between big data and corporate social performance81 cited
    • 2021Dealing with impact of COVID-19 on transportation in a developing country: Insights and policy recommendations79 cited
    • 2021Integrating corporate sustainability and sustainable development goals: towards a multi-stakeholder framework76 cited
    • 2020The behavioral theory of the (community‐oriented) firm: The differing response of community‐oriented firms to performance relative to aspirations75 cited
    • 2021The impact of board gender diversity and foreign institutional investors on firm innovation: evidence from China72 cited
    • 2019What on Earth Should Managers Learn About Corporate Sustainability? A Threshold Concept Approach59 cited
    • 2022Optimal distinctiveness across revenue models: Performance effects of differentiation of paid and free products in a mobile app market59 cited
    • 2023Tailor-to-Target: Configuring Collaborative Shareholder Engagements on Climate Change58 cited
    • 2020Grassroots Resistance to Digital Platforms and Relational Business Model Design to Overcome It: A Conceptual Framework58 cited
    • 2021Organizational legitimacy perception: Gender and uncertainty as bias for evaluation criteria56 cited
    • 2021Frenemies: Overcoming Audiences’ Ideological Opposition to Firm–Activist Collaborations55 cited
    • 2021Stakeholder identification as entrepreneurial action: The social process of stakeholder enrollment in new venture emergence50 cited
    • 2019Vertical stakeholder collaborations for firm innovativeness in new product development: The moderating roles of legal bonds and operational linkages44 cited
    • 2023Learning in strategic alliances: Reviewing the literature streams and crafting the agenda for future research43 cited
    • 2019The influence of social embeddedness on organizational legitimacy and the sustainability of the globalization of the sharing economic platform: Evidence from Uber China40 cited