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Take a Stand or Keep Your Seat: Board Turnover after Social Movement Boycotts
16 references·14 citing·52 second hop
Take a Stand or Keep Your Seat: Board Turnover after Social Movement Boycotts (2019)Take a Stand or Keep Your Seat: Board Tur…Political Ideologies of CEOs (2013)Political Ideologies of CEOsStrategic leadership: theory and research on executives, top management teams, and boards (2009)Strategic leadership: theory …Ideology: Its Resurgence in Social, Personality, and Political Psychology (2008)Ideology: Its Resurgence in S…The end of the end of ideology. (2006)The end of the end of ideolog…Self‐determination theory and work motivation (2005)Self‐determination theory and…Consequences of Financial Reporting Failure for Outside Directors: Evidence from Accounting Restatements and Audit Committee Members (2005)Consequences of Financial Rep…Remuneration, Retention, and Reputation Incentives for Outside Directors (2004)Remuneration, Retention, and …Political conservatism as motivated social cognition. (2003)Political conservatism as mot…The "What" and "Why" of Goal Pursuits: Human Needs and the Self-Determination of Behavior (2000)The "What" and "Why" of Goal …Framing Processes and Social Movements: An Overview and Assessment (2000)Framing Processes and Social …THE CORPORATE SOCIAL PERFORMANCE-FINANCIAL PERFORMANCE LINK (1997)THE CORPORATE SOCIAL PERFORMA…Members' Responses to Organizational Identity Threats: Encountering and Countering the Business Week Rankings (1996)Members' Responses to Organiz…Pawns or Potentates: the reality of America's corporate boards (1990)Pawns or Potentates: the real…Social Identity Theory and the Organization (1989)Social Identity Theory and th…Improving Interactional Organizational Research: A Model of Person-Organization Fit (1989)Improving Interactional Organ…Agency Problems and the Theory of the Firm (1980)Agency Problems and the Theor…Why bother teaching entrepreneurship? 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CEO Implicit Motives and Firm Competitive Responses Following Short Seller Activism (2021)Under Attack! CEO Implicit Mo…Towards a behavioral theory of MNC response to political risk and uncertainty: The role of CEO wealth at risk (2021)Towards a behavioral theory o…Institutional Investor Activism and Employee Safety: The Role of Activist and Board Political Ideology (2021)Institutional Investor Activi…Firm value impact of corporate activism: Facebook and the stop hate for profit campaign (2021)Firm value impact of corporat…Beyond Clicktivism: What Makes Digitally Native Activism Effective? An Exploration of the Sleeping Giants Movement (2021)Beyond Clicktivism: What Make…Reexamining investor reaction to covert corporate political activity: A replication and extension of Werner (2017) (2020)Reexamining investor reaction…Coming Back and Giving Back: Transposition, Institutional Actors, and the Paradox of Peripheral Influence* (2020)Coming Back and Giving Back: …The Handbook of Social Psychology (1969)The case for motivated reasoning. (1990)A very brief measure of the Big-Five personality domains (2003)Are Needs to Manage Uncertainty and Threat Associated With Political Conservatism or Ideological Extremity? (2007)Understanding the Determinants of Political Ideology: Implications of Structural Complexity (2013)Intrinsic Motivation and Self-Determination in Human Behavior (1985)Self-determination theory and the facilitation of intrinsic motivation, social development, and well-being. 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References

  • 2000The "What" and "Why" of Goal Pursuits: Human Needs and the Self-Determination of Behavior34,111 cited
  • 1980Agency Problems and the Theory of the Firm10,540 cited
  • 2000Framing Processes and Social Movements: An Overview and Assessment9,921 cited
  • 1989Social Identity Theory and the Organization7,973 cited
  • 2005Self‐determination theory and work motivation7,742 cited
  • 1997THE CORPORATE SOCIAL PERFORMANCE-FINANCIAL PERFORMANCE LINK6,756 cited
  • 2003Political conservatism as motivated social cognition.4,903 cited
  • 2009Strategic leadership: theory and research on executives, top management teams, and boards2,118 cited
  • 1989Improving Interactional Organizational Research: A Model of Person-Organization Fit2,055 cited
  • 2006The end of the end of ideology.1,533 cited
  • 1990Pawns or Potentates: the reality of America's corporate boards1,216 cited
  • 2013Political Ideologies of CEOs1,131 cited
  • 1996Members' Responses to Organizational Identity Threats: Encountering and Countering the Business Week Rankings1,085 cited
  • 2005Consequences of Financial Reporting Failure for Outside Directors: Evidence from Accounting Restatements and Audit Committee Members1,045 cited
  • 2008Ideology: Its Resurgence in Social, Personality, and Political Psychology

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920 cited
  • 2004Remuneration, Retention, and Reputation Incentives for Outside Directors841 cited
  • Cited by

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    • 2020Reexamining investor reaction to covert corporate political activity: A replication and extension of Werner (2017)49 cited
    • 2021Beyond Clicktivism: What Makes Digitally Native Activism Effective? An Exploration of the Sleeping Giants Movement45 cited
    • 2023Shareholder Activism Research: A System-Level View45 cited
    • 2021Towards a behavioral theory of MNC response to political risk and uncertainty: The role of CEO wealth at risk43 cited
    • 2022Capricious opinions: A study of polarization of social media groups42 cited
    • 2023Is Red or Blue More Likely to Narrow the Gap? The Effect of CEO Political Ideology on CEO‐Employee Pay Disparity41 cited
    • 2021Under Attack! CEO Implicit Motives and Firm Competitive Responses Following Short Seller Activism40 cited
    • 2022Director departure following political ideology (in)congruence with an incoming CEO35 cited
    • 2023Why bother teaching entrepreneurship? A field quasi-experiment on the behavioral outcomes of compulsory entrepreneurship education31 cited
    • 2023Corporate Boards with Street Smarts? How Diffuse Street Protests Indirectly Shape Corporate Governance29 cited
    • 2022The effects of mindfulness upbringing perception on social entrepreneurship orientation: A moderated mediation model of prosocial motivation and perceived pressure from external stakeholders16 cited