- Copyright Page
- List of Figures
- List of Tables
- List of Contributors
- New Developments in the Study of Corporate Social Responsibility
- The Psychology of CSR
- Good Intentions are Not Enough: Applying Best Practices from Humanitarian Aid to Evaluate Corporate Social Responsibility
- Corporate Social Responsibility and Meaningful Work
- Diversity and Corporate Social Responsibility: Exploring the Potential Connections between Top Management Team/Board Diversity, CSR, and Workforce Diversity
- Responsible Business and Individual Differences: Employee Externally-Directed Citizenship and Green Behaviors
- Corporate Volunteering: Who Really Wins?
- Corporate Social Irresponsibility in Spite of Efforts to Act Responsibly: The Nature, Measurement, and Contextual Antecedents of CSR and CSiR by Organizations
- When CSR Backfires: Understanding Stakeholders’ Negative Responses to Corporate Social Responsibility
- Environmental Responsibility: Theoretical Perspective
- CSR and Environmental Law: Concepts, Intersections, and Limitations
- Environmental Management and Strategy
- On the Links between Corporate Environmental and Financial Performance: Camera or Mirror?
- New Roles for Business: Responsible Innovators for a Sustainable Future
- Social Entrepreneurship: Prospects for the Study of Market-Based Activity and Social Change
- Corporate Responsibility and the Base of the Pyramid Proposition
- Bringing Together the Big and the Small: Multinational Corporation Approaches to Corporate Social Responsibility and Entrepreneurship in Africa
- Entrepreneurship <i>by</i> and <i>for</i> Disadvantaged Populations: Global Evidence
- Stakeholder Management: A Managerial Perspective
- The Consequences of Mandatory Corporate Sustainability Reporting
- Profit-with-Purpose Corporations: An Innovation in Corporate Law to Meet Contemporary CSR Challenges
- Redefining the Strategy Field in the Age of Sustainability
- A Researcher’s Guide to Business and Society Archival Datasets
- Mightier than the Sword: How Activists Use Rhetoric to Facilitate Perception Change in Industries
- Institutions and Corporate Social Responsibility
- Social Movements and Corporate Social Responsibility: From Contention to Engagement
- Corporate Social Responsibility in Emerging Markets
Abstract and Keywords
This chapter examines how, as activist organizations pressure firms to act in more socially responsible ways, the activists influence managers’ perceptions of their firms’ existing practices. We conduct two studies to explain how, using rhetoric, activists attempt to convince managers that their firms’ practices constitute inappropriate behaviors. The first study discerns the types and functions of the rhetorical strategies used by activists, and the second study discerns the sequence, interplay, and implications of these strategies when used during activists’ campaigns in industries. Our findings indicate that activists enact three rhetorical strategies through an intricate process, the essence of which involves using managers’ own cognitive structures to problematize their firms’ practices. Overall, by specifying activists’ methods for facilitating managerial perception change, we enrich interdisciplinary research on activism in industries.
Theodore L. Waldron, Associate Professor of Management, Rawls College of Business, Texas Tech University
Chad Navis, Arthur M. Spiro Professor of Entrepreneurial Leadership, College of Business, Clemson University
Gideon D. Markman, Professor of Strategy, Entrepreneurship & Sustainable Enterprise, College of Business, Colorado State University and Gent University
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