Journal ArticleDOI
Legitimacy and the Privatization of Environmental Governance: How Non-State Market-Driven (NSMD) Governance Systems Gain Rule-Making Authority
TLDR
The authors developed an analytical framework designed to understand better the emergence of non-state market-driven (NSMD) governance systems and the conditions under which they may gain authority to create policy, and argued that such a framework is needed to assess whether these new private governance systems might ultimately challenge existing state-centered authority and public policy-making processes.Abstract:
In recent years, transnational and domestic nongovernmental organizations have created non–state market–driven (NSMD) governance systems whose purpose is to develop and implement environmentally and socially responsible management practices. Eschewing traditional state authority, these systems and their supporters have turned to the market’s supply chain to create incentives and force companies to comply.
This paper develops an analytical framework designed to understand better the emergence of NSMD governance systems and the conditions under which they may gain authority to create policy. Its theoretical roots draw on pragmatic, moral, and cognitive legitimacy granting distinctions made within organizational sociology, while its empirical focus is on the case of sustainable forestry certification, arguably the most advanced case of NSMD governance globally. The paper argues that such a framework is needed to assess whether these new private governance systems might ultimately challenge existing state–centered authority and public policy–making processes, and in so doing reshape power relations within domestic and global environmental governance.read more
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'Implicit' and 'Explicit' CSR: A Conceptual Framework for a Comparative Understanding of Corporate Social Responsibility
Dirk Matten,Jeremy Moon +1 more
TL;DR: In this paper, the authors address the question of how and why corporate social responsibility (CSR) differs among countries and how it changes, and apply two schools of thought in institutional theory to conceptualize the differences between CSR in the USA and Europe.
Journal ArticleDOI
“Implicit” and “Explicit” CSR: A Conceptual Framework for a Comparative Understanding of Corporate Social Responsibility
Dirk Matten,Jeremy Moon +1 more
TL;DR: In this paper, the authors address the question of how and why corporate social responsibility (CSR) differs among countries and how it changes and delineate the potential of their framework for application to other parts of the global economy.
The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields (Chinese Translation)
Paul DiMaggio,Walter W. Powell +1 more
TL;DR: In this article, the authors argue that rational actors make their organizations increasingly similar as they try to change them, and describe three isomorphic processes-coercive, mimetic, and normative.
Journal ArticleDOI
The New Corporate Social Responsibility
TL;DR: The last half decade has witnessed a remarkable resurgence of attention among practitioners and scholars to understand the ability of corporate social responsibility (CSR) to address environmental and social problems as mentioned in this paper.
Journal ArticleDOI
Can non-state global governance be legitimate? An analytical framework
TL;DR: In this paper, the authors develop an analytical framework and a preliminary set of causal propositions to explicate whether and how political legitimacy might be achieved in non-state market driven governance systems.
References
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Book ChapterDOI
The iron cage revisited institutional isomorphism and collective rationality in organizational fields
Paul DiMaggio,Walter W. Powell +1 more
TL;DR: In this paper, the authors argue that rational actors make their organizations increasingly similar as they try to change them, and describe three isomorphic processes-coercive, mimetic, and normative.
Journal ArticleDOI
The Tragedy of the Commons
TL;DR: The population problem has no technical solution; it requires a fundamental extension in morality.
Journal ArticleDOI
Managing Legitimacy: Strategic and Institutional Approaches
TL;DR: This article synthesize the large but diverse literature on organizational legitimacy, highlighting similarities and disparities among the leading strategic and institutional approaches, and identify three primary forms of legitimacy: pragmatic, based on audience self-interest; moral, based upon normative approval; and cognitive, according to comprehensibility and taken-for-grantedness.
Posted Content
The New Institutionalism in Organizational Analysis
Walter W. Powell,Paul DiMaggio +1 more
TL;DR: In this article, the authors discuss points of convergence and disagreement with institutionally oriented research in economics and political science, and locate the "institutional" approach in relation to major developments in contemporary sociological theory.
Book
The New Institutionalism in Organizational Analysis
Walter W. Powell,Paul DiMaggio +1 more
TL;DR: In this paper, the authors discuss points of convergence and disagreement with institutionally oriented research in economics and political science, and locate the "institutional" approach in relation to major developments in contemporary sociological theory.