Organizational Social Relations and Social Embedding: A Pluralistic Review.

To date there has been little systematic organization of the extensive literature on the processes and mechanisms shaping social relationships in and around organizations. In an analysis of 372 studies from this literature, we identified a broad spectrum of assumptions, priorities, and relational issues emerging from multiple disciplines and theoretical lenses. Three dominant perspectives surfaced in our study: economic, organizational, and interactionist. Each manifests distinctive ontologies of social relations, actors, relational processes, and modes of social embedding. The rich variety of relationships and causal patterns discovered characterizes more fully these perspectives, suggesting opportunities for further research within each, and a wider range of conceptual options to target relational paradigms toward different types of organizations, problems, and levels of analysis. It also brings to light the pluralistic nature of social relations in organizational contexts and the processes by which they become embedded.

Are Socially Responsible Firms Associated with Socially Responsible Citizens? A Study of Social Distancing During the Covid-19 Pandemic.

The literature on the interplay between geographic communities and organizations has largely ignored the role of individual residents. In adopting a meso-perspective, we examine a potentially vital relationship between corporate conduct and pro-social behavior demanding sacrifice from individuals. Drawing on Weber (Economy and society: an outline of interpretive sociology. University of California Press, Berkeley, 1978 (Translation of Wirtschaft und Gesellschaft, Grundriss der verstehenden Soziologie, 1922)), we theorize that organizations in a community legitimize personal social conduct in three ways-by serving as role models, imparting norms and values, and routinizing forms of interaction. We study the relationship between corporate social responsibility (CSR) behavior by local firms and the social distancing (SD) of citizens in US counties during the Covid-19 pandemic, a core ethical outcome. We argue and find that the residents of communities in which firms exhibit higher levels of CSR engaged in more SD during the Covid-19 pandemic. This was true when firms were (a) long-established, (b) isomorphic in their CSR, and (c) major employers and vendors. Moreover, CSR relating to the treatment of employees as well as positive and negative extremes in CSR bore especially strong relationships with SD. Implications are drawn for the study of business ethics, as modeled by CSR, as a force for ethical personal behavior and public health in communities.

Competitive Rationales: Beneath the Surface of Competitive Behavior.

Competitive dynamics research has focused on studying whether rivals are able and likely to carry out competitive actions, typically by examining indirect reasons such as characteristics of the actions themselves, the firms involved, or the competitive context. We explore why rivals initiate a specific competitive action at a particular time and situation. Drawing from the philosophy of action literature, we introduce the concept of competitive rationales to examine the primary reasons that cause tactical actions. Given the rapid exchanges characterizing tactical competitive dynamics, we conducted an inductive, multicase study to explore the reasons behind over 800 discrete tactical decisions carried out by 9 professional basketball coaches during 15 basketball games. To garner insight, we develop a conceptual framework revealing their types and scope. Even during intense head-to-head rivalry, most rationales were not rivalrous but were instead organizational-to optimize resource use, strategic consistency, and reputation-or social-to manage relationships. Moreover, the three main types of rationales varied in scope, extending beyond immediate competitive situations and rivals to address longer term, strategic outcomes, and assorted stakeholders. Thus, our analysis reveals these rationales to be complex and potentially difficult for rivals to decipher. It also recasts each component of the dominant awareness-motivation-capability (AMC) model of rivalry, suggesting that awareness is challenged by subtle rationales, motivation drives not only action but also forbearance, and capability is both a requirement and product of action.

Paradoxical Resource Trajectories: When Strength Leads to Weakness and Weakness Leads to Strength.

In proposing two evolutionary trajectories, we demonstrate some paradoxical aspects of strategic resources that contrast with current theorizing. First, we discuss how an abundance of resources can subject an organization to vulnerabilities, taking a firm from competitive strength to potential weakness. Second, we describe an opposite trajectory in which a lack of resources can lead to reactions engendering significant strengths. In both cases, the effects of resource abundance and poverty on executive perceptions and conduct, organizational arrangements, and strategic behavior can play important roles in trajectories of value creation and erosion.