The Pedagogy of CCO

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The Pedagogy of CCO. / Kuhn, Timothy; Schoeneborn, Dennis.
In: Management Communication Quarterly, Vol. 29, No. 2, 28.05.2015, p. 295-301.

Research output: Journal contributionsJournal articlesResearchpeer-review

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Kuhn T, Schoeneborn D. The Pedagogy of CCO. Management Communication Quarterly. 2015 May 28;29(2):295-301. doi: 10.1177/0893318915571348

Bibtex

@article{cce92a332d6e40b88790949a137d47ea,
title = "The Pedagogy of CCO",
abstract = "Organizations often adopt formal policies ceremonially, that is, neither substantively nor in alignment with actual practice. Prior research on practice adoption suggested that opacity stabi-lizes ceremonial adoption and impedes substantive adoption. This paper offers a dynamic view of adoption and re-examines the role of opacity in promoting substantive and widespread adoption. Using a Markov chain model, we demonstrate that if opacity is transitory and succeeded by transparency, opacity can actually promote substantive adoption within an industry. We substantiate the validity of our arguments by drawing on the prominent management practice of corporate responsibility. Our paper contributes to the development of a general theory of decoupling and institutionalization by examining the boundary conditions under which organizations adopt ceremonially or implement substantively a policy. We discuss the implications of our findings for institutional theory and research on corporate responsibility.",
keywords = "Management studies",
author = "Timothy Kuhn and Dennis Schoeneborn",
year = "2015",
month = may,
day = "28",
doi = "10.1177/0893318915571348",
language = "English",
volume = "29",
pages = "295--301",
journal = "Management Communication Quarterly",
issn = "0893-3189",
publisher = "SAGE Publications Inc.",
number = "2",

}

RIS

TY - JOUR

T1 - The Pedagogy of CCO

AU - Kuhn, Timothy

AU - Schoeneborn, Dennis

PY - 2015/5/28

Y1 - 2015/5/28

N2 - Organizations often adopt formal policies ceremonially, that is, neither substantively nor in alignment with actual practice. Prior research on practice adoption suggested that opacity stabi-lizes ceremonial adoption and impedes substantive adoption. This paper offers a dynamic view of adoption and re-examines the role of opacity in promoting substantive and widespread adoption. Using a Markov chain model, we demonstrate that if opacity is transitory and succeeded by transparency, opacity can actually promote substantive adoption within an industry. We substantiate the validity of our arguments by drawing on the prominent management practice of corporate responsibility. Our paper contributes to the development of a general theory of decoupling and institutionalization by examining the boundary conditions under which organizations adopt ceremonially or implement substantively a policy. We discuss the implications of our findings for institutional theory and research on corporate responsibility.

AB - Organizations often adopt formal policies ceremonially, that is, neither substantively nor in alignment with actual practice. Prior research on practice adoption suggested that opacity stabi-lizes ceremonial adoption and impedes substantive adoption. This paper offers a dynamic view of adoption and re-examines the role of opacity in promoting substantive and widespread adoption. Using a Markov chain model, we demonstrate that if opacity is transitory and succeeded by transparency, opacity can actually promote substantive adoption within an industry. We substantiate the validity of our arguments by drawing on the prominent management practice of corporate responsibility. Our paper contributes to the development of a general theory of decoupling and institutionalization by examining the boundary conditions under which organizations adopt ceremonially or implement substantively a policy. We discuss the implications of our findings for institutional theory and research on corporate responsibility.

KW - Management studies

UR - http://www.scopus.com/inward/record.url?scp=84928480368&partnerID=8YFLogxK

U2 - 10.1177/0893318915571348

DO - 10.1177/0893318915571348

M3 - Journal articles

AN - SCOPUS:84928480368

VL - 29

SP - 295

EP - 301

JO - Management Communication Quarterly

JF - Management Communication Quarterly

SN - 0893-3189

IS - 2

ER -

DOI