Challenges to Legitimacy at the Forest Stewardship Council

By Donald H. Schepers. 2010

139 citations recorded by the source corpus.

Subfields: Global and Planetary Change, Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/69a120663a01e2e9248ecf4a914f1a22f652462a

How researchers see this paper

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

In Global and Planetary Change

1. Guido Palazzo
2. Sáchez Mena

In Organizational Behavior and Human Resource Management

1. Sáchez Mena
2. Guido Palazzo
3. Christian Voegtlin

In Strategy and Management

1. Sáchez Mena
2. Marwa Elnahass
3. Guido Palazzo
4. Mohammed S. Albarrak
5. Aly Salama
6. Christian Voegtlin

Citations in the corpus

• Managing Legitimacy in Complex and Heterogeneous Environments: Sustainable Development in a Globalized World (2013, unknown): “Given the multitude of competing soft-law standards – just for sustainable forest management there are more than 50 such standards (Domask, 2003; Schepers, 2009) – corporations might be tempted to pick the easiest one and not the standard that forces them to organize their supply chain in a more…”
• Input and output legitimacy of multi-stakeholder initiatives (2012, background): “Indeed, the industry-led SFI will be less ready to accept inputs from other stakeholders in the internal process of developing rules (Bouslah et al., 2010; Schepers, 2010).”
• The New Political Role of Business in a Globalized World – A Review of a New Perspective on CSR and its Implications for the Firm, Governance, and Democracy (2011, unknown): “…such as the Global Compact (Kell and Levin 2003; Williams 2004), SA8000 (Gilbert and Rasche 2007), the Forest Stewardship Council (Pattberg 2005; Schepers 2010), the Global Reporting Initiative (Etzion and Ferraro 2010; Willis 2003), or the Rainforest Alliance as a partner of corporate…”
• The effect of carbon dissemination on cost of equity (2019, background): “Cognitive legitimacy, therefore, represents a state of “comprehensibility” or a “taken‐for‐granted” (inevitability or permanence; Palazzo & Scherer, 2006; Schepers, 2010) and operates at the subconscious level, making it difficult for the organisation to directly and strategically influence percepti”