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11 records from EconBiz based on author Name
1. Multi-stakeholder initiatives and legitimacy : a deliberative systems perspective
Apffelstaedt, Kristin; Schrage, Stephanie; Gilbert, Dirk Ulrich;2024
Type: Aufsatz in Zeitschrift; Article in journal;
Availability:
Link 2. Advancing the moral legitimacy of digital platforms as gatekeepers : a critical analysis from a political corporate social responsibility perspective
Gilbert, Dirk Ulrich; Schrage, Stephanie; Behnam, Michael;2024
Type: Aufsatz in Zeitschrift; Article in journal;
Availability:
Link 3. When global is not enough : applying a paradox lens to sustainability transitions in interorganizational systems
Heucher, Katrin; Schrage, Stephanie; Abosag, Ibrahim;2024
Type: Aufsatz in Zeitschrift; Article in journal;
Availability:
Link 4. Advancing the Moral legitimacy of digital platforms as gatekeepers: a critical analysis from a political corporate social responsibility perspective
Gilbert, Dirk Ulrich; Schrage, Stephanie; Behnam, Michael;2024
Type: Article;
Availability:
Link 5. Multi-Stakeholder Initiatives and Legitimacy : A Deliberative Systems Perspective
abstractThe legitimacy of MSIs as institutions for social and environmental governance in the global economy has received much scholarly attention over the past years. To date, however, research has yet to focus on assessing the legitimacy of MSIs in their interactions with other actors within larger systems of deliberation. Drawing on the deliberative systems perspective developed within deliberative democracy theory, we theorize a normative framework to evaluate the roles of MSIs within the broader systems of governance they co-construct through their interactions with other initiatives, governments, NGOs, and other external actors. As we demonstrate in our evaluation of the illustrative case of the Bangladesh Accord on Fire and Building Safety as an MSI in the context of the Bangladeshi garment industry, this framework can help researchers to assess whether an MSI ultimately serves to enhance or undermine the deliberative legitimacy of the overall system of which it forms a part
Apffelstaedt, Kristin; Schrage, Stephanie; Gilbert, Dirk Ulrich;2023
Availability: Link Link
6. Inter-organizational paradox management : how national business systems affect responses to paradox along a global value chain
abstractThis study discusses the relationship between inter-organizational paradox management, national business systems and global value chains. Using case study evidence from a global value chain in the footwear industry (in Germany and China), we analyse how different businesses in the chain responded to the paradoxical tension arising from the competing demands to provide a living wage to workers and to uphold financial performance. Our findings highlight organizational responses to this paradox along the value chain, showing how these responses were shaped by the interplay of different types of pressures exerted by national business systems and the value chain itself. While these pressures were aligned in the German part of the chain, they were not aligned on the Chinese side. The study makes two contributions: (1) we develop a taxonomy outlining how the alignment of different types of pressures influences whether organizations choose either proactive or defensive paradox management; and (2) we argue that theorizing the impacts of cross-national distance on paradox management can be enhanced by adopting a multidimensional approach to institutional variety that extends beyond culture-based arguments.
Schrage, Stephanie; Rasche, Andreas;2022
Type: Aufsatz in Zeitschrift; Article in journal;
Availability: Link Link Link Link Link Link
Citations: 19 (based on OpenCitations)
7. A paradox approach to organizational tensions during the pandemic crisis
Carmine, Simone; Andriopoulos, Constantine; Gotsi, Manto; Härtel, Charmine E. J.; Krzeminska, Anna; Mafico, Nkosana; Pradies, Camille; Raza, Hassan; Raza-Ullah, Tatbeeq; Schrage, Stephanie; Sharma, Garima; Slawinski, Natalie; Stadtler, Lea; Tunarosa, Andrea; Winther, Casper Hein; Keller, Joshua;2021
Type: Aufsatz in Zeitschrift; Article in journal;
Availability: Link Link
Citations: 25 (based on OpenCitations)
8. Addressing governance gaps in global value chains : introducing a systematic typology
Schrage, Stephanie; Gilbert, Dirk Ulrich;2021
Type: Aufsatz in Zeitschrift; Article in journal;
Availability:
Link Citations: 11 (based on OpenCitations)
9. Ethnografische Methoden in der Managementforschung
Schrage, Stephanie;2020
Type: Aufsatz in Zeitschrift; Article in journal;
10. Global Business Models and the Social Responsibility of Multinational Enterprises : Challenges and Solutions
abstractIn this chapter, we focus on the social responsibility of MNEs, not denying the severity of environmental issues arising with global business conduct. These so-cial issues often arise not for MNEs' own employees or their downstream cus-tomers, but for workers employed with independent suppliers along MNEs' up-stream GVCs. The literature on business models refers to these upstream GVCs as the ‘architecture of value creation' (Teece 2010; Osterwalder/Pigneur 2010). The architecture of value creation is a crucial part of business models and consti-tutes the precondition for marketable products and services (Teece 2010; Kreikebaum et al. 2018). The literature on business models defines the architec-ture of value creation as consisting of three building blocks: key partners, key resources, and key activities (Kreikebaum et al. 2018; Osterwalder/Pigneur 2010). Together, these three building blocks of business models result in large parts of the costs a firm has to face and thus constitute one important side of the busi-ness model (Osterwalder/Pigneur 2010). This chapter focusses on the architecture of value creation as a sub-aspect of business models and examines the social responsibility of MNEs resulting from a globalized architecture of value creation. We map out challenges and solutions, name practical examples, and consider context-specific conditions. While in some industries, such as the automotive or the airline industry, global business models have only marginally led to a detona-tion of wages and working conditions for workers, in other industries precarious circumstances for workers are everyday reality. In this chapter, we focus on the ladder industries, where so-called ‘captive chains' are common (Gereffi et al. 2005). Captive chains describe circumstances of severe power imbalance be-tween buyers and suppliers along GVCs. Examples include GVCs in the textile, shoe, toys, and electronics industries (Gereffi et al. 2005). In order to deliver a focused and detailed account and illustration of the challenges and solutions arising with MNEs' global architecture of value creation, we draw on examples from the textile industry, which in the past has been subject to an intensive de-bate on social responsibility of MNEs. Therefore, this particular industry offers a rich variety of practical examples of MNEs facing social challenges and imple-menting solutions and thus serves as an illustration of our analysis
Schrage, Stephanie; Gilbert, Dirk Ulrich;2020