Managing Legitimacy in Complex and Heterogeneous Environments: Sustainable Development in a Globalized World

By Andreas Georg Scherer, Guido Palazzo, David Seidl. 2013

553 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/3841d76871ee4be5030ad64b7949cfe26dd1d4b8

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Citations in the corpus

Rana Plaza collapse aftermath: Are CSR compliance and auditing pressures effective? (2016, background): “This distortion or obscuring of felt needs can happen due to resource scarcity, bureaucratic ignorance, or legitimacy-driven opportunism (Goldewijk and De Gaay Fortman, 1999; Scherer et al., 2013; Sethi, 1975).”
The paradox of employee psychological well-being practices: an integrative literature review and new directions for research (2019, unknown): “The multiplicity of enterprise goals inherently invites tension, as organisations strive to address competing and even opposing needs of stakeholders (Scherer, Palazzo, & Seidl, 2013).”
Harnessing Wicked Problems in Multi-stakeholder Partnerships (2018, background): “When problems transcend national boundaries, the limitations of government regulation create a legitimacy void (Scherer and Palazzo 2011) which may require private actors to develop new strategies to cope with multiple and contradictory stakeholders’ pressures (Pache and Santos 2010; Scherer et al. ”
Responsible Innovation and the Innovation of Responsibility: Governing Sustainable Development in a Globalized World (2015, unknown): “Part of the reason why this discussion is ongoing is that there is no conclusive empirical evidence of a positive link between investing in CSR and enhanced financial performance (Margolis and Walsh 2003; Schreck 2011).”
Sustainability Reporting and Firms’ Economic Performance: Evidence from Asia and Africa (2020, background): “This translates into better competitive positions (Fracarolli Nunes and Lee Park, 2017) and greater advantages on the market (Milne and Gray, 2013) for companies that, by demonstrating their social commitment, responsibility and sustainability in behaviour, manage to obtain the legitimacy and the so”
The Sustainable Approach to Corporate Social Responsibility: A Global Analysis and Future Trends (2019, background): “They are followed by the term Sustainable Development in 405 articles since the revised literature it is considered to be synonymous with Sustainability [148,149].”
Willing and Able: A General Model of Organizational Responses to Normative Pressures (2017, background): “…work has implications for research in sustainability and CSR, much of which, when attempting to understand the gap between a firm’s talk and action, has focused rather narrowly on the greenwashing phenomenon (Lyon & Montgomery, 2015) and the sustainable development discourse (Scherer et al., 2013).”
Does financial resource slack drive sustainability expenditure in developing economy small and medium-sized enterprises? (2017, background): “…the presence of stronger ties with government officials who control regulatory resources (e.g., policy concessions and tax rebates) enables firms to legitimize their behavior in an increasingly complex and heterogeneous market environment (Peng and Luo, 2000; Scherer, Palazzo, and Seidl, 2013).”
Theoretical Development and Empirical Examination of a Three-Roles Model of Responsible Leadership (2019, unknown): “Behavioral complexity enables the acceptance of paradoxical tensions (Smith and Lewis 2011), and behaviorally complex leaders can contribute to gaining and maintaining organizational legitimacy (Scherer et al. 2013).”