Social Movements, Stakeholders and Non-Market Strategy

Forrest Briscoe|Brayden King|Jocelyn Leitzinger

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06 August 2018

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This volume brings together new research that bridges the domains of stakeholder theory, non-market strategy and social movement theory. Although these three research domains have developed via relatively distinct academic communities, they speak to a common set of phenomena at the intersection of business, markets, civil society, and the state. This collection sets an agenda for a more holistic theory of business and society – a theory that takes seriously the various kinds of stakeholders that make up society and have claims over business, that incorporates the goals and objectives of businesses to survive and thrive, and that places an important role on the process of mobilization and contentious interaction between actors whose goals inherently conflict. Using a range of quantitative and qualitative methods, contributors focus on a phenomenon at the intersection of business, civil society, and government. Examining markets shaped by heavy stakeholder involvement and contention, chapters explore topics such as markets for electric vehicles, medical marijuana, municipal drinking water, and cigarettes along with controversial business practice, including employment practices for LGBT workers and racial/ethnic minorities, and working conditions in global supply chains.

Introduction: Integrating Research Perspectives on Business and Society; Jocelyn Leitzinger, Brayden King, and Forrest Briscoe 1. Plug Power: Social Movements and Electric Vehicle Charging Stations in California, 1995-2012; Sunasir Dutta, Hayagreeva Rao and Ion Bogdan Vasi 2. Negotiating Moral Boundaries: Social Movements and the Strategic (Re)definition of the Medical in Cannabis Markets; Cyrus Dioun 3. Movement-Led Institutional Change: Uncertainty, Networks, and the Diffusion of Contentious Practices in Organizational Fields; Forrest Briscoe and Sean Safford 4. Social Movement Theory’s Contribution to Understanding Activism Around Corporations and Markets; Sarah A. Soule 5. The Negative Relationship Between Event-Specific Corporate Social Responsibility and Shareholder Value; Susan A. Kayser 6. Bridging Social Movement and Industrial Relations Theory: An Analysis of Worker Organizing Campaigns in the U.S. and China; Maite Tapia, Manfred Elfström and Denisse Roca-Servat 7. Not a Drop to Drink? Drinking Water Quality, System Ownership, and Stakeholder Attention; A. Wren Montgomery, Thomas P. Lyon, and Dan Zhao 8. Influence Stakeholders, Influence the World; Michael L. Barnett 9. On Two Sides of the Smoke Screen: How Activist Organizations and Corporations use Protests, Campaign Contributions, and Lobbyists to Influence Institutional Change; Ana M. Aranda and Tal Simons 10. Failure or Success? Defensive Strategies and Piecemeal Change Among Racial Inequalities in the Brazilian Banking Sector; Mario Aquino Alves and Marcus Vinícius Peinado Gomes 11. Non-market Strategy and Social Movements Research: What Are the Gains from Trade?; Thomas P. Lyon Afterword. Broadening Business and Society Research: A Postscript on the Limits of Strategic Action; Michael Lounsbury

Researchers from North America, Europe, and South America present 12 chapters on the relationship between social movement theory, stakeholder theory, and non-market strategy. They consider social movements and organizational theory, including the role of social movements in the development of the electric car industry in California, how social movement organizations impacted the medical marijuana industry, how the impact of a social movement changes over time, and social movement theory’s contribution to understanding activism around corporations and markets; social movements and stakeholders, with discussion of the conditions under which a firm's corporate social responsibility initiatives may lead to a decrease in shareholder value after a negative event, worker organizing campaigns in the US and China, the impact of stakeholder attention and pressure on service quality outcomes of water systems in the US, and the power and influence of stakeholders; and social movements and non-market strategy, including the role of activist and firm organizing in institutional change, the role of different strategies in influencing field-level change, and research on non-market strategy and social movements.
- Annotation ©2018

Forrest Briscoe is Professor of Management and Organization, and Frank & Mary Jean Smeal Research Fellow, in the Smeal College of Business at Pennsylvania State University, USA. He has published widely in journals including Academy of Management Journal, Administrative Science Quarterly, American Sociological Review, Industrial and Labor Relations Review and Strategic Management Journal. He currently serves as Associate Editor for Administrative Science Quarterly.

Brayden King is the Max McGraw Chair of Management and the Environment, a Professor of Management and Organizations at the Kellogg School of Management, Northwestern University, USA and also holds a courtesy appointment in the Department of Sociology at that institution. He has published in the American Journal of Sociology, Administrative Science Quarterly, American Sociological Review and Organization Science amongst others. He is currently a Senior Editor at Organization Science.

Jocelyn Leitzinger is a Visiting Assistant Professor in the Kellogg School of Management at Northwestern University, USA. Drawing on organizational theory, she studies the impact of social movements on markets through three streams of research. Her work examines the role that social movements and activists play in facilitating the emergence of new industries, instigating practice change within industries, as well as how incumbent firms strategically respond to activist pressure. Her work has been recognized with a number of awards, including Outstanding Paper from the Alliance for Research on Corporate Sustainability.