Internal and External Influences on the Firm Objective
Commenced in January 2007
Frequency: Monthly
Edition: International
Paper Count: 32799
Internal and External Influences on the Firm Objective

Authors: A. Briseno, A, Zorrilla

Abstract:

Firms are increasingly responding to social and environmental claims from society. Practices oriented to attend issues such as poverty, work equality, or renewable energy, are being implemented more frequently by firms to address impacts on sustainability. However, questions remain on how the responses of firms vary across industries and regions between the social and the economic objectives. Using concepts from organizational theory and social network theory, this paper aims to create a theoretical framework that explains the internal and external influences that make a firm establish its objective. The framework explains why firms might have a different objective orientation in terms of its economic and social prioritization.

Keywords: Organizational identity, social network analysis, firm objective, value maximization, social responsibility.

Digital Object Identifier (DOI): doi.org/10.5281/zenodo.1340256

Procedia APA BibTeX Chicago EndNote Harvard JSON MLA RIS XML ISO 690 PDF Downloads 877

References:


[1] Albert, S., Ashforth, B. E., & Dutton, J. E. 2000. Organizational identity and identification: Charting new waters and building new bridges. Academy of Management Review, 25(1), 13-17.
[2] Ashforth, B. E., & Mael, F. 1989. Social Identity Theory and the Organization. Academy of Management Review, 14(1), 20-39. doi:10.5465/AMR.1989.4278999
[3] Barnett, M.L. 2007. Stakeholder influence capacity and the variability of financial returns to corporate social responsibility. Academy of Management Review, 32 (3): 794-816.
[4] Borgatti, S.P., & Foster, P.C. 2003. The Network Paradigm in Organizational Research: A Review and Typology. Journal of Management, 29(6) 991–1013.
[5] Brass, D. J. 1984. Being in the Right Place: A Structural Analysis of Individual Influence in an Organization. Administrative Science Quarterly, 29(4), 518-539.
[6] Brewer, M. B., & Gardner, W. 1996. Who is this "We"? Levels of collective identity and self-representations. Journal of Personality and Social Psychology, 71(1), 83-93.
[7] Brickson, S. L. 2007. Organizational identity orientation: The genesis of the role of the firm and distinct forms of social value. Academy of Management Review, 32 (3): 864-888.
[8] Donaldson, T. & Preston, L. E. 1995. The stakeholder theory of the corporation: Concepts, evidence, and implications. Academy of Management Review, 20 (1): 65-91.
[9] Drucker, F. D. 1958. Business Objectives and Survival Needs: Notes on a Discipline of Business Enterprise. The Journal of Business, 31 (2): 81-90
[10] Freeman, R. E. 1984. Strategic management: A stakeholder approach. Boston, MA: Pitman.
[11] Freeman, R.E. & McVea, 2001. A stakeholder approach to strategic management. M. Hitt, E. Freeman, J. Harrison. Eds. Handbook of Strategic Management. Blackwell Publishing. London, UK.
[12] Friedman, M. 1970. The social responsibility of business is to increase its profits. New York Times Magazine (September 13), 33 122-126.
[13] Gioia, D. A. 2003. Business Organization as Instrument of Societal Responsibility. Organization, 10(3), 435.
[14] Hillman, A. J., & Keim, G. D. 2001. Shareholder Value, Stakeholder Management, and Social Issues: What's the Bottom Line?. Strategic Management Journal, 22(2), 125-139.
[15] Jensen, M. 2002. Value maximization, stakeholder theory, and the corporate objective function. Business Ethics Quarterly, 12 (2): 235-256.
[16] Jones, C., & Volpe, E. H. (2011). Organizational identification: Extending our understanding of social identities through social networks. Journal of Organizational Behavior, 32(3), 413-434.
[17] Margolis, J. D. & Walsh, J. P. 2003. Misery loves companies: Rethinking social initiatives by business. Administrative Science Quarterly, 48: 268-305.
[18] McWilliams, A. & Siegel, D. 2000. Corporate social responsibility and financial performance: Correlation or misspecification? Strategic Management Review, 21: 603-609.
[19] Meyer & Rowan, 1977. Institutionalized organizations: formal structure as myth and ceremony. American Journal of Sociology 83(2), 340-363.
[20] Oliver, C. 1991. Strategic responses to institutional processes. Academy of Management Review, 16(1), 145-179.
[21] Rowley, T. & Berman, S. 2000. A brand new brand of corporate social performance. Business and Society. 39: 397-418.
[22] Rowley, T. 1997. Moving beyond dyadic ties: A network theory of stakeholder influences. Academy of Management Review, 22: 887-910.
[23] Scott, J. 2000. Social network analysis: a handbook. London; Thousand Oaks, Calif.: SAGE Publications.
[24] Sundaram, A.K. and Inkpen, A.C. 2004. The corporate objective revisited. Organization Science, 15 (3): 350-363.
[25] Waddock, S. A. and Graves, S. B. 1997. The corporate social performance—financial performance link. Strategic Management Journal 18 (4): 303-319.
[26] Wellman, B. 1983. Network analysis: Some basic principles. Sociological Theory, 155.
[27] Whette0n, D. A. 2006. Albert and Whetten Revisited: Strengthening the Concept of Organizational Identity. Journal of Management Inquiry, 15(3), 219-234.