The paradox of success—managing tensions between enlarging and deepening multi-stakeholder initiatives. / Beckmann, Markus; Wolters, Stella; Zeyen, Anica.

2014. Paper presented at Annual Meeting of the Academy of Management, Philadelphia, United States.

Research output: Contribution to conferencePaperpeer-review

Published

Standard

The paradox of success—managing tensions between enlarging and deepening multi-stakeholder initiatives. / Beckmann, Markus; Wolters, Stella; Zeyen, Anica.

2014. Paper presented at Annual Meeting of the Academy of Management, Philadelphia, United States.

Research output: Contribution to conferencePaperpeer-review

Harvard

Beckmann, M, Wolters, S & Zeyen, A 2014, 'The paradox of success—managing tensions between enlarging and deepening multi-stakeholder initiatives', Paper presented at Annual Meeting of the Academy of Management, Philadelphia, United States, 1/08/14 - 5/08/14.

APA

Beckmann, M., Wolters, S., & Zeyen, A. (2014). The paradox of success—managing tensions between enlarging and deepening multi-stakeholder initiatives. Paper presented at Annual Meeting of the Academy of Management, Philadelphia, United States.

Vancouver

Beckmann M, Wolters S, Zeyen A. The paradox of success—managing tensions between enlarging and deepening multi-stakeholder initiatives. 2014. Paper presented at Annual Meeting of the Academy of Management, Philadelphia, United States.

Author

Beckmann, Markus ; Wolters, Stella ; Zeyen, Anica. / The paradox of success—managing tensions between enlarging and deepening multi-stakeholder initiatives. Paper presented at Annual Meeting of the Academy of Management, Philadelphia, United States.

BibTeX

@conference{570d54b3daeb4f43a93f1eb34972c4bf,
title = "The paradox of success—managing tensions between enlarging and deepening multi-stakeholder initiatives",
abstract = "Corporate social responsibility (CSR) scholarship has recently taken a “political turn” in its study of how firms are increasingly involved in providing public goods and shaping business regulation. In this paper, we focus on multi-stakeholder initiatives (MSIs) as one way of achieving collective company self-regulation. We conjecture that once with the number of MSI members rising, an increasing heterogeneity of interests may create tensions between “deepening” and “enlarging” the initiative{\textquoteright}s activities. These tensions can become self-reinforcing, resulting in dilution of the original mission. Based on nine conceptually derived propositions, we develop a process model that illustrates the “paradox of success,” which is when the very success of an MSI may lead to abuse, deadlock, or loss of legitimacy. To overcome these challenges, we make five suggestions for management, addressing communication, governance, and mission focus. We use the Extractive Industries Transparency Initiative to illustrate our arguments.",
keywords = "Extractive Industry, CORPORATE SOCIAL PERFORMANCE",
author = "Markus Beckmann and Stella Wolters and Anica Zeyen",
year = "2014",
language = "English",
note = "Annual Meeting of the Academy of Management ; Conference date: 01-08-2014 Through 05-08-2014",

}

RIS

TY - CONF

T1 - The paradox of success—managing tensions between enlarging and deepening multi-stakeholder initiatives

AU - Beckmann, Markus

AU - Wolters, Stella

AU - Zeyen, Anica

PY - 2014

Y1 - 2014

N2 - Corporate social responsibility (CSR) scholarship has recently taken a “political turn” in its study of how firms are increasingly involved in providing public goods and shaping business regulation. In this paper, we focus on multi-stakeholder initiatives (MSIs) as one way of achieving collective company self-regulation. We conjecture that once with the number of MSI members rising, an increasing heterogeneity of interests may create tensions between “deepening” and “enlarging” the initiative’s activities. These tensions can become self-reinforcing, resulting in dilution of the original mission. Based on nine conceptually derived propositions, we develop a process model that illustrates the “paradox of success,” which is when the very success of an MSI may lead to abuse, deadlock, or loss of legitimacy. To overcome these challenges, we make five suggestions for management, addressing communication, governance, and mission focus. We use the Extractive Industries Transparency Initiative to illustrate our arguments.

AB - Corporate social responsibility (CSR) scholarship has recently taken a “political turn” in its study of how firms are increasingly involved in providing public goods and shaping business regulation. In this paper, we focus on multi-stakeholder initiatives (MSIs) as one way of achieving collective company self-regulation. We conjecture that once with the number of MSI members rising, an increasing heterogeneity of interests may create tensions between “deepening” and “enlarging” the initiative’s activities. These tensions can become self-reinforcing, resulting in dilution of the original mission. Based on nine conceptually derived propositions, we develop a process model that illustrates the “paradox of success,” which is when the very success of an MSI may lead to abuse, deadlock, or loss of legitimacy. To overcome these challenges, we make five suggestions for management, addressing communication, governance, and mission focus. We use the Extractive Industries Transparency Initiative to illustrate our arguments.

KW - Extractive Industry

KW - CORPORATE SOCIAL PERFORMANCE

M3 - Paper

T2 - Annual Meeting of the Academy of Management

Y2 - 1 August 2014 through 5 August 2014

ER -