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The article presents abstracts on topics about social issues in management which include the responses of firms to radical regulatory change, plagiarism among Academy of Management members, and a global governance framework for corporate social responsibility.

The article presents abstracts on organization and management theory topics which include differences between Convention Theory and New Organizational Institutionalism, the relationship between status and uncertainty, and the people variations in networks that can affect organizational performance.

The article presents abstracts on business policy and strategy topics which include the complexities of top management team (TMT) composition, insights about dynamic capabilities observed from simulated evolving competition, and venture capital syndication in China.

The article presents several conference paper abstracts on social issues in management. "Constructing Corporate Social Responsibility: The Role of Industry Associations," discusses the nature of trade associations and the role they play in society. "Path Dependence in Firm-Stakeholder Relations," focuses on social responsibility by businesses. "Exploring Recent Business Scandals and Entrepreneurial Antecedents: Ethical Leadership Implications," investigates the relationship between scandals and entrepreneurship.

In this article, we investigate the performance effects of positive social ratings. Utilizing insights from the economic theory of information disclosure, we hypothesize and explain why and when ratings that recognize and reward past superior performance can paradoxically lead high-performing firms to reduce their subsequent performance. We test this hypothesis, as well as several moderating effects, by examining how firms responded to a social responsibility rating that evaluated their prior philanthropic efforts. Our findings suggest that firms recognized for their generosity were, under certain conditions, more likely to reduce their subsequent philanthropic contributions. We call this effect the paradox of recognizing responsibility. From a practical perspective, these results highlight the unintended consequences of social ratings and provide further insight for stakeholders interested in motivating improvements in corporate social performance. [ABSTRACT FROM AUTHOR]

Corporate philanthropy represents an increasingly important firm decision to demonstrate its sense of responsibility to its stakeholders in addition to its shareholders. Using China as the research context, we integrate social identity theory and institutional logic perspective by examining the interactions between the different identifications that chief executive officers (CEOs) and board directors have with the shareholders, stakeholders, and government, which jointly affect firms' engagement in corporate philanthropy. Using the publicly listed Chinese firms for the period 2007-2013, we find that a CEO's identity with stakeholders and government promotes the firm's philanthropic decisions, but their shareholder identification discourages corporate donations. Further, we find that the firm's engagement in or disengagement from corporate philanthropy is often strengthened when the identifications of the CEO and directors are aligned, but weakened when the identifications of the CEO and directors are mismatched. [ABSTRACT FROM AUTHOR]

A large body of literature has investigated the motivations and performance implications of corporate charitable giving but the results have been mostly inconclusive. This paper takes a close look at the corporate philanthropic activities of the population of banks in Turkey and offers corporate philanthropic orientation as a construct to explain the variation across companies. Corporate philanthropic orientation categorizes organizations into clusters based on the targeted audience of the projects, the social issue that the projects aims to eliminate and the methods (i.e; partner selection, relatedness to core business, employment of employee volunteering) the organization employs while conducting these projects. Second, the paper investigates whether these philanthropic orientation categories correspond to various existing clusters within the industry such as strategic groups, age cohorts and clusters based on ownership structures of the organizations and finds support for its predictions. [ABSTRACT FROM AUTHOR]

Can corporate philanthropy be driven from the bottom to the top? Despite extensive interest in corporate philanthropy in the literature, the relationship between employees' behavior and corporate philanthropy remains largely unexplored. In this paper, we uncover a signaling based underlying mechanism for the link between employees' donation and corporate philanthropy. We propose that signals of employees' donation represent their collective empathy which can ultimately affect corporate decision about philanthropy. In addition, the influence of employees' donation on corporate philanthropy will be stronger for firms with a high female ratio in its top management team. And when the average age of top management team's members is high, it may also intensify corporate philanthropic response to employees' donation. Empirical analyses using data on Chinese firms listed on stock exchanges support these arguments. Our study is among the first to theorize about the impact of employees' donation on corporate philanthropy and we introduce important contingencies. [ABSTRACT FROM AUTHOR]

This study examines fraud firms' corporate philanthropy after being punished for corporate financial fraud in emerging economies. Building on resource dependence theory, we propose that firms will regard corporate philanthropy as a tool to repair political legitimacy and reduce government's power over them after being punished by government agency. Using a sample of 1023 observations of Chinese listed firms during 2004 and 2013, our findings show that the level of increased corporate philanthropy is positively related to both punishing severity and punishing frequency, and the effects are stronger for fraud firms with political connections. Our findings contribute to past literature by enriching our understanding of fraud firms' longer-term behavioral reactions to government punishment. [ABSTRACT FROM AUTHOR]

This study investigates firms' responses to an emerging CSR rating. Taking a strategic categorization approach, we propose that firms tend to respond to an emerging CSR rating when they view the rating either as a threat (of being categorized as socially irresponsible) or as an opportunity (of being categorized as socially responsible). Using a sample of listed firms in Japan, our study finds that compared with firms with moderate scores, firms with high or low rating scores are more likely to respond by increasing their corporate philanthropy. Moreover, the curvilinear effect of CSR rating can be strengthened by foreign ownership. This study contributes to the rating literature by enriching our understanding of the rating effects on firm responsiveness and refining the boundary conditions. [ABSTRACT FROM AUTHOR]

Existing literature suggests that organizations reduce institutional complexity by ridding themselves of competing demands or by creating new hybrid identities that integrate competing elements. However, some organizations reside in environments of enduring institutional complexity where competing elements cannot be dismissed or perfectly integrated. I use corporate philanthropy as a case study of enduring institutional complexity, as corporate grantmakers who oversee corporate foundations must navigate both the business and nonprofit fields. They cannot reduce complexity by eliminating competing elements, nor can they perfectly integrate elements. Drawing from 30 interviews with corporate grantmakers as well as participant observation of corporate foundations, I argue that the successful navigation of enduring institutional complexity is achieved through the mechanism of ambiguity. Infusing ambiguity into the process of corporate philanthropy - including via ambiguous goals, ambiguous definitions of success, and imprecise outcome metrics - fosters multiple interpretations and strengthens the ability to appease various audiences. Ambiguity allows actors to project fit with multiple audiences and address competing dimensions without engaging in costly negotiations. I argue that ambiguity is most successful as a response to enduring complexity when complete hybdrization of competing elements is not the primary goal. In the case of corporate philanthropy, ambiguity leads corporate grantmakers to rely heavily on other signals of legitimacy as they make funding decisions, namely nonprofit reputation and corporate norms. [ABSTRACT FROM AUTHOR]

The institutional logic perspective recognizes the coexistence of multiple institutional logics, each of which sustains its own form of rationality. Research in this adolescent field has mainly focused on how multiple logics affect organizations simultaneously. Yet, the mutual constitution and interactions among logics are far less explored. This paper develops and tests a theory of the coexistence of multiple logics in corporate philanthropy using data from private firms in China. Beyond the burgeoning market logic underlying corporate philanthropy, this study suggests that two non-market logics??the family and state logic exert their effects on corporate philanthropy through cultural and political mechanisms. Moreover, both the state and family logic buffer the effects of the market logic on corporate philanthropy, suggesting the interactions and competitions among institutional logics in guiding organizational practices. [ABSTRACT FROM AUTHOR]

Corporate philanthropy is a prevalent business practice, yet whether and how it adds value to the firm remain topics of debate. This paper uses randomized field experiments in two online labor marketplaces to study the effect of an employer's corporate philanthropy program on work effort, specifically workers' willingness to complete extra work unrequired for payment. I hired workers, randomly assigned whether or not they were informed about their employer's corporate philanthropy program, and observed the effect of this corporate philanthropy treatment on their job performance. I found that learning about an employer's corporate philanthropy program increased workers' willingness to complete a higher quantity (and in one experiment, quality) of extra work unrequired for payment. I also found that pro-socially oriented workers were more motivated by a corporate philanthropy program than workers who were not prosocially-oriented. [ABSTRACT FROM AUTHOR]

This paper seeks to understand how contested practices emerge, get adopted and become institutionalized in an organizational field. Our study of the institutionalization of the practice of corporate philanthropy in France from the late 1970s to the present offers a number of insights into how actors at multiple levels interact to overcome the initial resistance to adoption of practices which profoundly challenge fundamentally-established organizational beliefs. We find that actors at the field-, organizational- and micro-levels mobilized three sets of "paradoxical tactics" which helped to convince both internal and external stakeholders resistant to CP of its merits, eventually leading to the institutionalization of a practice that was initially bound to fail. [ABSTRACT FROM AUTHOR]

Recent years have seen a rise in online marketplaces matching supply and demand in sectors as diverse as domestic services, accommodation and transportation. In order to attract users and build market share, such platforms spend a lot of money on promotions. However, effectiveness of such promotions remains under-studied. We investigate this issue using field experiments in the context of a leading taxi booking platform in Asia. Randomly selected groups of existing customers were sent promotion codes either involving the company giving a certain amount to a charitable cause (at no extra cost to the customer) or offering a price discount for the next booking done through the platform. We find that the promotion take-up rates are an order of magnitude lower for philanthropic promotions than for discount- based promotions. Subsequent data analysis reveals that promotion take-ups primarily represent new bookings rather than merely substituting for non- promotional bookings that would have been made anyway. A longitudinal analysis of daily booking data finds no evidence of the promotions boosting demand beyond just the promotional rides. Instead, we find some evidence that discount-based promotions (but not philanthropic promotions) might even decrease demand among customers not taking up the promotion. [ABSTRACT FROM AUTHOR]