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Supplemental material, sj-pdf-3-eid-10.1177_0143831X20980059 for Demobilised or dormant? Exploring pro-strike attitudes among employees who have never joined a strike by Lorenzo Frangi, Muhammad Umar Boodoo and Robert Hebdon in Economic and Industrial Democracy

Supplemental material, sj-docx-1-eid-10.1177_0143831X20980059 for Demobilised or dormant? Exploring pro-strike attitudes among employees who have never joined a strike by Lorenzo Frangi, Muhammad Umar Boodoo and Robert Hebdon in Economic and Industrial Democracy

Supplemental material, sj-docx-2-eid-10.1177_0143831X20980059 for Demobilised or dormant? Exploring pro-strike attitudes among employees who have never joined a strike by Lorenzo Frangi, Muhammad Umar Boodoo and Robert Hebdon in Economic and Industrial Democracy

Supplemental material, sj-pdf-3-eid-10.1177_0143831X20980059 for Demobilised or dormant? Exploring pro-strike attitudes among employees who have never joined a strike by Lorenzo Frangi, Muhammad Umar Boodoo and Robert Hebdon in Economic and Industrial Democracy

Supplemental material, sj-docx-2-eid-10.1177_0143831X20980059 for Demobilised or dormant? Exploring pro-strike attitudes among employees who have never joined a strike by Lorenzo Frangi, Muhammad Umar Boodoo and Robert Hebdon in Economic and Industrial Democracy

Supplemental material, sj-docx-1-eid-10.1177_0143831X20980059 for Demobilised or dormant? Exploring pro-strike attitudes among employees who have never joined a strike by Lorenzo Frangi, Muhammad Umar Boodoo and Robert Hebdon in Economic and Industrial Democracy

This paper analyses whether mandatory CSR reporting regulation leads to an improvement in corporate social performance. Using a quasi-natural experiment where the Stock Exchange Board of India mandated all companies listed on the Bombay Stock Exchange to disclose their CSR activities and practices, this paper finds that companies significantly improved in all aspects of Environment, Social, and Governance performances. However, governance and social performance improvements were significantly greater than environment performance, which is attributed to the stakeholder salience typology. Potential harm from definitive, dominant and dangerous stakeholders was given greater consideration by management, which improved governance and social performances accordingly.\ud

This paper compares the CSR profiles of companies operating under the same macroeconomic institutions but with different levels of union density. Drawing from stakeholder and neo-institutional theories that distinguish between internal and external actions, this paper finds that companies initially have to substitute internal for external CSR. After some experience dealing with unions, companies can complement both actions. There is perhaps a reinforcement of mutual trust and loyalty, and has implications for managerial prerogatives.\ud

This paper compares the CSR profiles of companies operating under the same macroeconomic institutions but with different levels of union density. Drawing from stakeholder and neo-institutional theories that distinguish between internal and external actions, this paper finds that companies initially have to substitute internal for external CSR. After some experience dealing with unions, companies can complement both actions. There is perhaps a reinforcement of mutual trust and loyalty, and has implications for managerial prerogatives.