scholarly journals Strategic reactions of Italian firms to globalization under the EMU

2018 ◽  
pp. 195-212
Author(s):  
TUNDIS , ENRICO ◽  
GABRIELE, ROBERTO ◽  
ZANINOTTO, ENRICO
Keyword(s):  
Strategic Reactions

scholarly journals Blame Game Theory: Scapegoating, Whistleblowing and Discursive Struggles following Accusations of Organizational Misconduct

2020 ◽  
Vol 1 (4) ◽  
pp. 263178772097519
Author(s):  
Thomas J. Roulet ◽  
Rasmus Pichler
Keyword(s):  
Game Theory ◽  
Social Construction ◽  
Discourse Theory ◽  
Holistic Model ◽  
Discursive Strategies ◽  
Moral Ambiguity ◽  
Organizational Misconduct ◽  
The Social ◽  
Strategic Reactions ◽  
Triggering Events

Research on organizational misconduct has examined how audiences generate discourses to make sense of behaviour that may transgress the line between right and wrong. However, when organizations are accused of misconduct, the resulting ambiguity also opens opportunities for organizations and their members to generate discourses aimed at deflecting blame. Little is known about how actors who are at risk of being held responsible actively respond to misconduct accusations by engaging in discursive strategies. To address this question, we build on crisis communication and discourse theory to integrate processes of scapegoating and whistleblowing into a holistic model. We develop a blame game theory – conceptualizing the sequence of discursive strategies employed by an organization and its members to strategically shift blame by attributing responsibility to others or denying misconduct. Our model identifies four blame game pathways as a function of two types of ambiguity: moral ambiguity and attributional ambiguity. We highlight accusations of misconduct as pivotal triggering events in the social construction of misconduct. By conceptualizing the discursive dynamics of strategic reactions to accusations of misconduct, our blame game theory contributes to the literature on organizational misconduct and has implications for research on social evaluations.

Strategic reactions in corporate tax planning

2019 ◽  
Vol 68 (1) ◽  
pp. 101232 ◽  
Author(s):  
Christopher S. Armstrong ◽  
Stephen Glaeser ◽  
John D. Kepler
Keyword(s):  
Tax Planning ◽  
Corporate Tax ◽  
Strategic Reactions

The Formation of the Single European Market and the Economic Activities of Non-European Firms: A Case of Japanese Automotive Industry in Europe

2007 ◽  
Vol 10 (2) ◽  
pp. 221-244
Author(s):  
Jae Hoon Hyun
Keyword(s):  
Automotive Industry ◽  
Multinational Firms ◽  
Institutional Development ◽  
European Market ◽  
Economic Activities ◽  
Specific Instance ◽  
Bilateral Relationship ◽  
Single European Market ◽  
Strategic Reactions ◽  
The Eu

This article investigates the development of the Single European Market and its effects on the activities of non-European firms with particular reference to the specific instance of the Japanese automotive industry in trading experience with the EU. This study argues the likely bilateral relationship between institutional development of the EU and possible external consequences on non-European multinational firms that strategic reactions agitated by the perception of trade prospects might affect firms to engage in off-shore transplants to acquire export-platform for the existing markets previously served. In addition, transplants without appropriate localization could result in the issue of local content while firms within the region might be able to experience market presence effects.

Strategic reactions of national brand manufacturers towards private labels

2002 ◽  
Vol 36 (11/12) ◽  
pp. 1309-1326 ◽  
Author(s):  
Peter C. Verhoef ◽  
Edwin J. Nijssen ◽  
Laurens M. Sloot
Keyword(s):  
Private Labels ◽  
National Brand ◽  
Strategic Reactions

European major airlines' strategic reactions to the Third Package

2002 ◽  
Vol 9 (2) ◽  
pp. 129-142 ◽  
Author(s):  
Yu-Chun Chang ◽  
George Williams
Keyword(s):  
The Third ◽  
Strategic Reactions ◽  
Major Airlines

Food safety incidents’ influence on the food industry

2014 ◽  
Vol 6 (2) ◽  
pp. 264-277 ◽  
Author(s):  
Kaisheng Zeng ◽  
Xiaohui Luo ◽  
Yinglin Liu
Keyword(s):  
Food Safety ◽  
Public Relations ◽  
Statistical Power ◽  
Food Industry ◽  
Environmental Changes ◽  
Statistical Significance ◽  
Food Markets ◽  
Content Type ◽  
The Media ◽  
Strategic Reactions

Purpose – The purposes of this paper are to find out the correlations between the changes of food companies’ environments and the strategic reactions of food companies after the media disclosed that there were food safety incidents out there in the food markets. Design/methodology/approach – This paper uses a randomly sampling survey of 139 food enterprises in China. After statistical significance and statistical power were examined, canonical correlation analysis was used as the main data analysis technique of this research. Findings – Based on the environment-strategy paradigm, the authors found that the changes of the competition environment, resource environment, and institution environment in the food industry have significant association with food companies’ strategic reactions such as public relations, networking with firms and futurity after food safety incidents in the food market were disclosed. Originality/value – The paper is the first to quantitatively examine the relationships between the changes of food companies’ environments and the strategic reactions of food companies after the media disclosed that there were food safety incidents in the food markets. The findings of this paper send novel and important messages to government decision makers and the public, evidencing how food companies strategically respond to external environmental changes, and suggesting that the institution-builder as well as the media have more work to do in the aftermath of food safety incidents.

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