Input and output legitimacy of multi-stakeholder initiatives

By Sáchez Mena, Guido Palazzo. 2012

470 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/0919a3c136d02acd56d708cf08e8e0298296a99b

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Organizational Behavior and Human Resource Management

1. V. Soundararajan
2. Nicola M. Pless
3. Jill A. Brown
4. Waris Ali
5. D. Dentoni
6. Christian Voegtlin
7. V. Bitzer
8. G. Schouten

In Strategy and Management

1. D. Dentoni
2. Waris Ali
3. V. Bitzer
4. G. Schouten
5. V. Soundararajan
6. Nicola M. Pless
7. Jill A. Brown
8. Christian Voegtlin

Citations in the corpus

• Harnessing Wicked Problems in Multi-stakeholder Partnerships (2018, background): “…of preexisting inequalities and power imbalances between actors, which could distort the deliberative processes, formalized endeavors to ensure representative inclusion of different stakeholder categories can be observed in some MSPs (e.g., Fortin 2013; Klooster 2010; Mena and Palazzo 2012).”
• Legitimacy‐as‐Feeling: How Affect Leads to Vertical Legitimacy Spillovers in Transnational Governance (2014, unknown): “Vogel (2008) counted over 300 transnational private business schemes governing major global economic sectors and policy issues, in addition to a plethora of hybrid schemes involving both private and public organizations (Hale and Held, 2011; Mena and Palazzo, 2012; Waddock, 2008).”
• The Role of Normative CSR‐Promoting Institutions in Stimulating CSR Disclosures in Developing Countries (2018, background): “It has been observed that the presence of CSR forums and networks in developed (Fombrun, 2005; Jenkins, 2006; Mena & Palazzo, 2012) and developing countries (see Belal & Owen, 2007; Belal & Cooper, 2011; Visser & Tolhurst, 2010) encourages companies to address their associated social and…”
• Responsible Innovation and the Innovation of Responsibility: Governing Sustainable Development in a Globalized World (2015, unknown): “…involves providing public goods or engaging in social or environmental issues, either by supplementing public services or by helping governments build up their capacity (Valente and Crane 2010) and is especially prevalent in multi-stakeholder schemes of global governance (Mena and Palazzo 2012).”
• Voluntary Governance Mechanisms in Global Supply Chains: Beyond CSR to a Stakeholder Utility Perspective (2016, background): “…and not in alignment with their industrial growth (Djankov and Ramalho, 2009), private, voluntary governance mechanisms have surfaced as the primary means by which multinational corporations address social responsibility in supplier facilities (Mena & Palazzo, 2012; O’Rourke, 2006; Rasche, 2010).”
• Managing Legitimacy in Complex and Heterogeneous Environments: Sustainable Development in a Globalized World (2013, unknown): “, NGOs and social movements) (Chandler and Mazlish, 2005; Kobrin, 2001; Mathews, 1997; Mena and Palazzo, 2012).”
• Global Governance: CSR and the Role of the UN Global Compact (2014, background): “These are pertinent questions that still challenge scholars in the field of business ethics and corporate social responsibility (CSR) (see e.g., Abbott and Snidal 2010; Kobrin 2009; Mena and Palazzo 2012; Rasche 2012; Vogel 2008).”