At the dated check, the references listed below either did not resolve in
Crossref or DataCite, or carried a retraction notice. Each one is shown with the
registry record that put it there.
The 73 checked references that resolve
resolves10.5465/amr.2007.25275678Putting the S back in corporate social responsibility: A multilevel theory of social change in organizations
resolves10.1002/smj.2295The interactions of institutions on foreign market entry mode
resolves10.1287/orsc.14.5.510.16765From Issues to Actions: The Importance of Individual Concerns and Organizational Values in Responding to Natural Environmental Issues
resolves10.1002/smj.441Evolving sustainably: a longitudinal study of corporate sustainable development
resolves10.5465/amj.2011.0146Corporate Governance and Investors' Perceptions of Foreign IPO Value: An Institutional Perspective
resolves10.5465/amr.2013.0318The “Macro” and the “Micro” of Legitimacy: Toward a Multilevel Theory of the Legitimacy Process
resolves10.5465/amr.2011.0179Strategic Cognition and Issue Salience: Toward an Explanation of Firm Responsiveness to Stakeholder Concerns
resolves10.5465/amj.2011.0093Coerced Practice Implementation in Cases of Low Cultural Fit: Cultural Change and Practice Adaptation During the Implementation of Six Sigma at 3M
resolves10.1002/smj.2407Do ratings of firms converge? Implications for managers, investors and strategy researchers
resolves10.5465/amr.2013.0279Public Opinion As a Source of Deinstitutionalization: A “Spiral of Silence” Approach
resolves10.5465/amj.2015.0171The Grammar of Decoupling: A Cognitive-Linguistic Perspective on Firms’ Sustainability Claims and Stakeholders’ Interpretation
resolves10.5465/amj.2010.0697Faking It or Muddling Through? Understanding Decoupling in Response to Stakeholder Pressures
resolves10.1080/09585190902770828Interference among conflicting institutions and technical-economic conditions: the adoption of the Assessment Center in French, German, Italian, UK, and US multinational firms
resolves10.2307/2095101The Iron Cage Revisited: Institutional Isomorphism and Collective Rationality in Organizational Fields
resolves10.5465/amr.2016.0107Willing
<i>and</i>
Able: A General Model of Organizational Responses to Normative Pressures
resolves10.1057/jibs.2015.21Peer conformity, attention, and heterogeneous implementation of practices in MNEs
resolves10.1002/smj.4250080306The creation of momentum for change through the process of strategic issue diagnosis
resolves10.5465/amj.2015.1238Gender-inclusive Gatekeeping: How (Mostly Male) Predecessors Influence the Success of Female CEOs
resolves10.5465/amj.2011.60263120Building Better Causal Theories: A Fuzzy Set Approach to Typologies in Organization Research
resolves10.2307/4131489The Diffusion of Ideas over Contested Terrain: The (Non)adoption of a Shareholder Value Orientation among German Firms
resolves10.1002/smj.2492Corporate social responsibility as an employee governance tool: Evidence from a quasi‐experiment
resolves10.1002/smj.2341When more is not better: Complementarities, costs and contingencies in stakeholder management
resolves10.5465/amr.2014.0344Is Decoupling Becoming Decoupled from Institutional Theory? A Commentary on Wijen
resolves10.1177/0170840612443630Talking the Talk, Moral Entrapment, Creeping Commitment? Exploring Narrative Dynamics in Corporate Responsibility Standardization
resolves10.1177/0003122409357044The Myth Incarnate: Recoupling Processes, Turmoil, and Inhabited Institutions in an Urban Elementary School
resolves10.1002/smj.2752Do investors actually value sustainability? New evidence from investor reactions to the Dow Jones Sustainability Index (DJSI)
resolves10.1002/smj.2464Mind the gap: The interplay between external and internal actions in the case of corporate social responsibility
resolves10.1002/smj.2180Spinning gold: The financial returns to stakeholder engagement
resolves10.5465/amj.2009.36461835Structure! Agency! (And Other Quarrels): A Meta-Analysis Of Institutional Theories Of Organization
resolves10.5465/amr.2014.0330A Rhetorical Model of Institutional Decision Making: The Role of Rhetoric in the Formation and Change of Legitimacy Judgments
resolves10.1057/jibs.2016.3Effects of local legitimacy on certification decisions to global and national CSR standards by multinational subsidiaries and domestic firms
resolves10.5465/amj.2012.0074From Support to Mutiny: Shifting Legitimacy Judgments and Emotional Reactions Impacting the Implementation of Radical Change
resolves10.2307/3069293ADOPTION OF AN ORGANIZATIONAL PRACTICE BY SUBSIDIARIES OF MULTINATIONAL CORPORATIONS: INSTITUTIONAL AND RELATIONAL EFFECTS.
resolves10.5465/amr.2008.34422026Institutional Theory in the Study of Multinational Corporations: A Critique and New Directions
resolves10.1002/smj.311Heterogeneity and transferring practices: implementing flow manufacturing in multiple plants
resolves10.1086/226550Institutionalized Organizations: Formal Structure as Myth and Ceremony
resolves10.5465/amj.2012.0728Substitutes or Complements? A Configurational Examination of Corporate Governance Mechanisms
resolves10.1002/smj.958The path dependence of organizational reputation: how social judgment influences assessments of capability and character
resolves10.2307/2667051The Social Construction of Organizational Knowledge: A Study of the Uses of Coercive, Mimetic, and Normative Isomorphism
resolves10.2307/3094873Fool's Gold: Social Proof in the Initiation and Abandonment of Coverage by Wall Street Analysts
resolves10.1086/367917Institutional Change in Toque Ville: Nouvelle Cuisine as an Identity Movement in French Gastronomy
resolves10.1057/jibs.2016.19Strategies of legitimation: MNEs and the adoption of CSR in response to host-country institutions
resolves10.2307/1556361MANAGERIAL INTERPRETATIONS AND ORGANIZATIONAL CONTEXT AS PREDICTORS OF CORPORATE CHOICE OF ENVIRONMENTAL STRATEGY.
resolves10.5465/amj.2010.57318905From Ritual to Reality: Demography, Ideology, and Decoupling in a Post-Communist Government Agency
resolves10.1287/orsc.1100.0593On the Narrative Construction of Multinational Corporations: An Antenarrative Analysis of Legitimation and Resistance in a Cross-Border Merger
resolves10.5465/amj.2013.1222How do Firms Adapt? A Fuzzy-Set Analysis of the Role of Cognition and Capabilities in U.S. Defense Firms’ Responses to 9/11
resolves10.2307/2393295Substance and Symbolism in CEOs' Long-Term Incentive Plans
resolves10.2307/2393593The Symbolic Management of Stockholders: Corporate Governance Reforms and Shareholder Reactions
resolves10.1007/s10551-015-2740-z“Buying” Corporate Social Responsibility: Organisational Identity Orientation as a Determinant of Practice Adoption
resolves10.5465/amr.2014.0464Coupling, Not Decoupling, Should Be Institutional Theory's Mantra: A Rejoinder to Haack and Schoeneborn
resolves10.1002/smj.2462Does imitation reduce the liability of foreignness?
<scp>L</scp>
inking distance, isomorphism, and performance
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no DOI — not checkedIn our entity, there is a health and safety action plan that sets improvement objectives regarding prevention and protection
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no DOI — not checkedWe collaborate with environmental organizations on biodiversity preservation and restoration" 8
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