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There is an ongoing debate about whether digital media undermines or enhances the ability of stakeholders—in particular, secondary stakeholders—to influence a firm’s policies and practices. One prevailing perspective (Barnett, Henriques & Husted, 2020; Barnett, Henriques & Husted, 2024) is that digital media leads to slacktivism, a token display of support, which impedes the ability of stakeholders to act collectively and makes it easier for firms to dismiss stakeholder claims. Another perspective (Colleoni, Zyglidopoulos & Illia, 2024) argues that even though synchronicity may be difficult to achieve, digital media in the form of hashtags makes it easier for heterogeneous stakeholders to converge around a broader demand for societal change and indirectly pressure firms to change their policies and practices. In this exchange, we expand on Colleoni, Zyglidopoulos, and Illia’s (2024) arguments by encompassing other forms of digital activism beyond generic hashtags. Drawing from the logic of connective action, we argue that two universal pathways—connectivity and velocity—applicable across a wide range of digital activism, are reshaping and enhancing stakeholders’ ability to influence a firm’s social policies and practices. [ABSTRACT FROM AUTHOR]

This article investigates the transnational labor politics associated with the Europeanization of wage policy, based on process tracing of Irish minimum wage regulation reforms over the past two decades. The policy struggle in Ireland started as an employer-led domestic challenge to market-embedding regulation and was then affected by two EU interventions on wage policy: one with a de-regulatory orientation (during EU-IMF conditionality) and one with a re-regulatory one (with the approval of the EU minimum wage directive). Findings show that differences in collective action undertaken by employers and trade unions to influence wage policy at the national level can be explained by the intersection of each actor's preferences toward market-constraining or liberalizing labor regulation and their access to supranational (EU-level) institutions and support. This analysis contributes to debates on how transnational opportunity structures can alter labor's and employers' local power resources and strategies. [ABSTRACT FROM AUTHOR]

One of the greatest challenges of multi-stakeholder partnerships lies in forging a shared understanding and obtaining and sustaining commitment among parties representing different interests and goals. While studies have emphasized the importance of developing shared frames for enabling collaboration and collective action through frame alignment, scant attention has been paid to how stakeholder representatives can attain commitment from their constituents "back home" to frames negotiated on their behalf. Our longitudinal process study explores how participants in the German Partnership for Sustainable Textiles successfully confronted the challenge of aligning frames across multiple interaction arenas, highlighting how failing to tackle this "two-table problem" can risk partnership collapse. Our process model captures how back-and-forth interactions enabled the stretching of shared frames across interaction arenas, thereby propelling the partnership from near collapse to deepened commitments. While stretching frames heightens the risk of frame break, our analysis shows how such iterative ongoing efforts are essential for deepening commitments and advancing collaboration. We thus contribute to framing theory by highlighting how frame alignment can be achieved across multiple interaction arenas by "collaborating on the edge of failure." We further contribute to scholarship on multiparty collaboration by unpacking the multi-table negotiation dynamics that help explain collaborative outcomes. [ABSTRACT FROM AUTHOR]

The market power of monopolies can severely restrict citizens' freedom of choice. In the case of utilities, often portrayed as natural monopolies, such power may result in high prices and unreliable or absent services, especially in marginalized communities such as low-income neighborhoods or remote rural villages. While government regulation has been the traditional remedy to curb natural monopolies' power, in this paper, we address a different solution: monopoly bypassing through collective action. We present two types of monopoly bypassing—partial and complete—through the lens of civic wealth creation (CWC): the generation of social, economic, and communal endowments that benefit communities. Through our analysis of three water and sanitation utility services cases, we demonstrate how CWC is used to catalyze the collective action of engaged citizens to effectively bypass monopoly power. The cases highlight the three stakeholder categories involved in CWC initiatives—communities, enterprises, and regimes of support—and illustrate how they act collectively to provide credible market-based solutions. [ABSTRACT FROM AUTHOR]

Decentralized autonomous organizations (DAOs)--collectively owned human-machine systems deployed on a blockchain that self-govern through smart contracts and the voluntary contributions of autonomous community members--exhibit the potential to facilitate collective action in managing digital commons. Yet the promise of decentralization and collective action is difficult to sustain. To this end, this paper critically examines the transformational potential of DAOs in the case of decentralized finance. Using a polycentric governance lens, we contribute to the literature on technology-enabled forms of organizing with a model explaining the transformational potential of DAOs to facilitate collective action in digital commons. Our study highlights that (1) DAOs are a new form of organizing enabled by blockchain technology in which individuals are free to pursue their objectives within a general system of rules enforced by smart contracts, (2) collective action for managing digital commons can be sustained through a set of three mechanisms--sustained participation, collective direction, and scaled organizing, and (3) DAOs tend to strike a balance between centralized and fully decentralized or community-based governance by implementing a polycentric governance system involving a combination of human and machine agency that creates skin in the game. [ABSTRACT FROM AUTHOR]

This article presents principles and practical guidelines for how managers can succeed in growing the intelligence of their organizations by harnessing the complementary strengths of humans and artificial intelligence (AI). Organizational intelligence is the ability of collectives of intelligent human and digital actors to solve problems and adapt. Six principles for human-AI collaboration in organizations are explored—addition, relevance, substitution, diversity, collaboration, and explanation—and how they play out in leading organizations is discussed. Finally, practical guidelines are outlined for how leaders can enable their organizations to successfully make the change. [ABSTRACT FROM AUTHOR]

Have stakeholders increased their influence over firms' behavior in the digital age? In a recent article in this journal, Barnett, Henriques, and Husted (2020) suggested that, contrary to expectations, digital media has limited the influence of stakeholders on firms as information overload and heterogeneous demands make it difficult for stakeholders to synchronize their interests and achieve one coherent and persistent voice. In this exchange we contend that, while the evolution of digital media has made it harder for stakeholders to achieve synchronicity, it has made it easier for them to achieve what we refer to as heterogeneous convergence. Heterogeneous convergence entails the progressive coming together of heterogeneous stakeholders around a broader demand for change while maintaining different identities and views. We argue that, through heterogeneous convergence, secondary stakeholders can exert strong pressure over firms. [ABSTRACT FROM AUTHOR]

We develop a stakeholder theory of corporate governance grounded in classical property rights theory, adopting the view that governance should help free individuals to maximize their collective welfare. In contrast to the agency view of corporate governance, we submit that the central problem in corporate governance is to devise coalitional contracting solutions to the collective action problems inherent in team production and team innovation. Agency problems and other contracting problems resulting from shirking, hold-up, market power, and externalities are best understood in this context. We develop design principles for the allocation of property rights to mitigate each of these contracting problems by reducing stakeholders' vulnerabilities to opportunistic behaviors. We extend earlier efforts to build a stakeholder theory of corporate governance by considering a more comprehensive set of transaction problems and analyzing the comparative efficiency of different governance arrangements for different types of firm–stakeholder relationships and different economic contexts. One conclusion from our theory is that giving primacy to shareholders, or any other group of stakeholders, is a comparatively inefficient solution to governing the modern global and knowledge-driven corporation. We discuss the implications of our theorizing for the debate about the purpose of the firm. [ABSTRACT FROM AUTHOR]

In this paper, we adopt a multistakeholder governance perspective to study how people collectively respond to a grand challenge. Specifically, we show how working through governance obstacles—that is, coordinating and collaborating challenges arising from a multistakeholder governance approach to responding to grand challenges—can erode actors' ability to mitigate these wicked problems. We illustrate this process through an in-depth case study of WaterHealthOrg, a multistakeholder initiative established to address degrading water health in Australia's critical Great Barrier Reef region. Our findings reveal how, in an effort to avoid group paralysis or dissolution, actors employ specific practices to address governance obstacles. By doing so, actors set off a cumulative self-reinforcing process, driving them to consolidate rather than critically reflect on and adapt their collective response. Drawing on these insights, we develop a conceptual process model of how efforts to manage multistakeholder governance obstacles can generate governance traps that shape participants' ability to collectively respond and, ultimately, mitigate grand challenges. [ABSTRACT FROM AUTHOR]

Mesoamerica was the most urbanised landscape of the precolonial Western Hemisphere, and urban dwellers there shared many cultural commonalities. They also varied significantly regarding what social institutions they emphasised, what forms of urban infrastructure they created, their fiscal financing and systems of governance, as well as how they managed ecological resources and risk. In this paper, we provide a comparative analysis of Mesoamerican cities using a database of archaeological indices of Indigenous urban characteristics. We report positive correlations between the longevity of cities in our sample and more collective institutions of governance, higher population densities, and more shared and equitably distributed forms of urban infrastructure. The study draws on Indigenous knowledge and practices to assist the target-based approach of the UN Sustainable Development Goals and New Urban Agenda and provides insights into how certain urban institutions and infrastructure can foster greater resilience and equity in the face of ecological and cultural-historical perturbations. [ABSTRACT FROM AUTHOR]

Introduction: Achieving sustainability transitions requires substantial policy changes, often driven by coalitions of actors advocating for institutional change and transformative agendas. While the transitions literature highlights the importance of coalition coordination, the underlying processes remain insufficiently understood. This study explores the Advocacy Coalition Framework (ACF) to derive insights into the coordination and dynamics of advocacy coalitions relevant to sustainability transitions. Methods: A systematic review of ACF literature was conducted, encompassing an initial corpus of over 700 articles and refining it to a final set of 45 documents. These documents were analyzed using qualitative coding to identify key factors influencing coalition coordination and to conceptualize coalition dynamics across the phases of sustainability transitions. Results: The review identifies four categories of factors shaping coalition coordination: prerequisites for coordination, reasons to coordinate, instrumental factors that influence coordination, and internal organization of coalitions. Additionally, it outlines how coordination patterns evolve across four sustainability transition phases, leading to the development of a typology that integrates dynamics within coalitions and across coalitions with two transition pathways: technological substitution and reconfiguration. Discussion: This study advances the understanding of the political processes underpinning sustainability transitions by integrating ACF insights into transition studies. It underscores the importance of belief systems, resource access, and trust in fostering effective coalition coordination. The proposed typology offers a conceptual framework to guide future empirical research on coalition dynamics and their role in accelerating sustainability transitions. [ABSTRACT FROM AUTHOR]