Browsing by Subject "conflict"

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  • Whelan, Glen; de Bakker, Frank G.A.; den Hond, Frank; Muthuri, Judy N. (2019)
    Organizations need legitimacy to be able to operate effectively. Consequently, and just like their participants, multi-stakeholder initiatives (MSIs) need to respond when faced with legitimacy challenges from external parties. We build on current theory to identify three organizational elements that can be made the subject of legitimacy critique – i.e., statutory procedures, objectives and mechanisms – and use these elements to structure our analysis of a conflict-ridden case concerning the United Nations Global Compact (UNGC). Whereas prior work suggests that organizations can respond to such conflicts in a fashion consistent with either moral entrapment or decoupling, we show that organizations can also respond by deflating their statutory procedures and objectives. A deflationary response can help organizations maintain their validity by diminishing the ability of external parties to advance propriety-legitimacy critiques against them. By examining this alternative response, we expand the scope and refine the analytic detail by which organizational legitimacy conflicts can be investigated.
  • Laamanen, Mikko (Svenska handelshögskolan, 2017-02-01)
    The politics of value creation outlined in this dissertation challenges core assumptions of current value creation literature and particularly its service-dominant logic branch. Politics of value creation illustrates the weight that people individually and collectively give to an object or an issue; the social construction of meaning and valuation, its conventions and institutions; the authority afforded through these, and the struggle between different groups to maintain and change the above. This study engages current theory with an alternative conceptual framework and an unorthodox empirical setting. Sociological theories of collective action and strategic action fields are in conceptual dialogue with value-creating actors, their relationships and interaction, practices and outcomes. The collective–conflictual value creation theory developed in this study acknowledges systems of domination and skewedness of power in value creating contexts. The approach builds on the bearing that dominant ideologies are a product of a particular social order and interests that result in a conflict between incumbents and challengers, and have consequences to the wider environment. Rather than marginal and consequential, conflict is not only endemic, but causative when value-creating interactions are based on varying understandings and logics. The empirical study engaged the organised labour in Finland with critical ethnography examining societal macro-relations of the labour market institutions, meso-dynamics of the labour movement, and micro-practices in a trade union organisation. The politics of value creation is, on one hand, a critical analysis of current theory, and on the other, an exploratory study illustrating strategic collective action in value creation. With the collective–conflictual approach, value creation contexts are recast as porous arenas where various interactions, practice and outcomes constantly develop in collaboration and competition illustrating the permanence of dynamic tensions that instigate jockeying, using social skill in framing, and practicing ideologies and politics in an attempt to create and arbitrate value.
  • Melkumov, Dmitri (Hanken School of Economics, 2011-10-25)
    While previous research has helped to improve our understanding of corporate governance and boards of directors, less is known about the factors that affect boards’ tasks and roles and directors’ motivation and engagement. This requires knowledge of how board decisions are being made and the internal and external factors that affect the decision-making process. Large inferential leaps have been made from board demographics to firm performance with equivocal results. This thesis concentrates on how the institutional, behavioral and social identification factors impact the enactment of board roles and tasks. Data used in this thesis were collected in 2009 through a mailed survey to Finnish large and middle-sized corporations. The findings suggest that firstly, the national context of an organization is reflected in board roles and shapes how and for what reasons the board roles are carried out; secondly, the directors’ human and external social capital invariably impacts their engagement in board tasks and that conflicts among directors moderate those relationships; finally, directors’ identification with the organization, its shareholders and its customers affect the directors’ involvement in board tasks. By addressing the impact of organisational context, board-internal behaviour and social identification of board members on board roles and tasks, this thesis firstly complements the shareholder supremacy view as the only reason for the board’s involvement with specific tasks; secondly questions the existence of the board as separate from its institutional context; and thirdly questions the view that a board is a ‘black box’, subject to a selection of input demographic variables and producing quantifiable results. The thesis demonstrates that boards are complex organisational bodies, which involve much interaction among board members. Director behaviour and its influence on board decision making is an important determinant of board tasks and boards are likely subjected to inter-group tensions and are susceptible to the influence of internal and external social forces.