Advertisement

Old Wine in New Bottles? Parentalism, Power, and Its Legitimacy in Business–Society Relations

  • Helen Etchanchu
  • Marie-Laure Djelic
Original Paper

Abstract

This article proposes a theoretical re-conceptualization of power dynamics and their legitimation in contemporary business–society relations using the prism and metaphor of parentalism. The paper develops a typology of forms of parentalism along two structuring dimensions: care and control. Specifically, four ideal-types of parentalism are introduced with their associated practices and power-legitimation mechanisms. As we consider current private governance and authority through this analytical framework, we are able to provide a new perspective on the nature of the moral legitimation of power dynamics in contemporary business–society relations. And we weave the threads between this conceptual frame and historical antecedents, suggesting that business ethicists need to revive old debates on paternalism in light of the current pervasive trend of modernized and subtler forms of parentalism. Implications for business ethics and political CSR are discussed.

Keywords

Parentalism Nudge Power Private governance Political CSR MSI 

Notes

Acknowledgements

We would like to thank the editor, Antonino Vaccaro, and two anonymous reviewers for their constructive comments during the revision process. We would also like to acknowledge Professors Jan Lepoutre and Jeremy Moon, as well as participants in workshops at Cass and ESSEC Business School, the Society for Business Ethics and the GRONEN reading Group for their input on previous versions of this manuscript. Helen Etchanchu is member of the Entrepreneurship and Innovation Chair, which is part of LabEx Entrepreneurship (University of Montpellier, France) and funded by the French government (Labex Entreprendre, ANR-10-Labex-11-01).

Funding

This study was partially funded by Institut Francilien de Recherche sur l’Innovation en Société (IFRIS), Domaine d’Intérêt Majeur Innovation, Sciences, Technique, Société (DIM-IS²IT).

References

  1. Abbott, K. W., & Snidal, D. (2010). International regulation without international government: Improving IO performance through orchestration. The Review of International Organizations, 5(3), 315–344.Google Scholar
  2. Ackers, P. (1998). On paternalism: Seven observations on the uses and abuses on the concept in industrial relations, past and present. Historical Studies in Industrial Relations, 5, 173–193.Google Scholar
  3. Andranovich, C. (1995). Achieving consensus in public decision making: Applying interest-based problem solving to the challenges of intergovernmental collaboration. Journal of Applied Behavioral Science, 31(4), 429–442.Google Scholar
  4. André, K. (2013). The ethics of care as a determinant for stakeholder inclusion and CSR perception in business education. Society and Business Review, 8(1), 32–44.Google Scholar
  5. Arneson, R. J. (1980). Mill versus paternalism. Ethics, 90, 470–489.Google Scholar
  6. Bäckstrand, K. (2006). Democratizing global environmental governance? Stakeholder democracy after the world summit on sustainable development. European Journal of International Relations, 12, 467–498.Google Scholar
  7. Banerjee, S. B. (2010). Governing the Global Corporation: A critical perspective. Business Ethics Quarterly, 20(2), 265–274.Google Scholar
  8. Banerjee, S. B. (2011a). Embedding sustainability across the organization: A critical perspective. Academy of Management Learning & Education, 10, 719–731.Google Scholar
  9. Banerjee, S. B. (2011b). Voices of the governed: Towards a theory of the translocal. Organization, 18, 323–344.Google Scholar
  10. Barrientos, S., & Smith, S. (2007). Do workers benefit from ethical trade? Assessing codes of labour practice in global production systems. Third World Quarterly, 28(4), 713–729.Google Scholar
  11. Bartley, T. (2014). Transnational governance and the re-centered state: Sustainability or legality? Regulation and Governance, 8(1), 93–109.Google Scholar
  12. Baumrind, D. (1971). Current patterns of parental authority. Developmental Psychology, 4(1), 1–103.Google Scholar
  13. Bendix, R. (1956). Work and authority in industry; ideologies of management in the course of industrialization. New York: Wiley.Google Scholar
  14. Bennett, J. W., & Ishino, I. (1972). Paternalism in the Japanese economy: Anthropological studies of oyabun-kobun patterns. London: Greenwood Pub Group.Google Scholar
  15. Bexell, M., Tallberg, J., & Uhlin, A. (2010). Democracy in global governance: The promises and pitfalls of transnational actors. Global Governance, 16, 81–101.Google Scholar
  16. Bitzer, V., & Glasbergen, P. (2015). Business–NGO partnerships in global value chains: Part of the solution or part of the problem of sustainable change? Current Opinion in Environmental Sustainability, 12, 35–40.Google Scholar
  17. Blau, P. M. (1964). Exchange and power in social life. New York: Wiley.Google Scholar
  18. Bloomfield, J. (2012). Is forest certification a hegemonic force? The FSC and its challengers. Journal of Environment & Development, 21(4), 391–413.Google Scholar
  19. Brown, P. (2012). A nudge in the right direction? Towards a sociological engagement with libertarian paternalism. Social Policy & Society, 11, 305–317.Google Scholar
  20. Buchholz, R. A., & Rosenthal, S. B. (2004). Stakeholder theory and public policy: How governments matter. Journal of Business Ethics, 51, 143–153.Google Scholar
  21. Cadman, T. (2011). Quality and legitimacy of global governance: Case lessons from forestry. London: Palgrave Macmillan.Google Scholar
  22. Carnegie, A. (1889). Wealth. The North American Review, 148(391), 653–664.Google Scholar
  23. Carroll, A. (2009). A history of corporate social responsibility. In: A. Crane, D. Matten, A. McWilliams, J. Moon & D. S. Siegel (Eds.), Oxford handbook of CSR (pp. 19–46). Oxford: Oxford University Press.Google Scholar
  24. Cashore, B. (2003). Legitimacy and the privatization of environmental governance: How non–state market–driven (NSMD) governance systems gain rule–making authority. Governance, 15, 503–529.Google Scholar
  25. Chan, S. C., Huang, X., Snape, E., & Lam, C. K. (2013). The Janus face of paternalistic leaders: Authoritarianism, benevolence, subordinates’ organization-based self-esteem, and performance. Journal of Organizational Behavior, 34, 108–128.Google Scholar
  26. Chirico, F., Nordqvist, M., Colombo, G., & Mollona, E. (2012). Simulating dynamic capabilities and value creation in family firms: Is paternalism an “asset” or a “liability”? Family Business Review, 25(3), 318–338.Google Scholar
  27. Clegg, S. R., Courpasson, D., & Phillips, N. X. (2006). Power and organizations. London: Sage.Google Scholar
  28. Coffey, J. (2003). Léon Harmel: Entrepreneur as Catholic social reformer. Notre Dame: University of Notre Dame Press.Google Scholar
  29. Colli, A. (2003). The history of family business, 1850–2000 (Vol. 47). Cambridge: Cambridge University Press.Google Scholar
  30. Cornell, N. 2015. A third theory of paternalism. Michigan Law Review, 113, 1295–1336.Google Scholar
  31. Crane, A., Matten, D., & Moon, J. (2004). Stakeholders as citizens? Rethinking Rights, participation, and democracy. Journal of Business Ethics, 53(1/2), 107–122.Google Scholar
  32. Crilly, D., Zollo, M., & Hansen, M. T. (2012). Faking it or muddling through? Understanding decoupling in response to stakeholder pressures. Academy of Management Journal, 55(6), 1429–1448.Google Scholar
  33. Crossley, D. (1999). Paternalism and corporate responsibility. Journal of Business Ethics, 21, 291–302.Google Scholar
  34. Cutler, A. C., & Dietz, T. (2017). The politics of private governance. London: Routledge.Google Scholar
  35. Dahl, R. A. (1957). The concept of power. Systems Research and Behavioral Science, 2(3), 201–215.Google Scholar
  36. Dallmayr, F. (2003). Cosmopolitanism moral and political. Political Theory, 31(3), 421–442.Google Scholar
  37. Devinney, T. M. (2009). Is the socially responsible corporation a myth? The good, the bad, and the ugly of corporate social responsibility. Academy of Management Perspectives, 23, 44–56.Google Scholar
  38. Djelic, M. L. (2016). History of management. What is the future for research on the past? In B. Czarniawska (Ed.), A research agenda for management and organization studies (pp. 1–10). Northampton: Edward Elgar.Google Scholar
  39. Djelic, M.-L. (2011). From the rule of law to the law of rules. International Studies of Management and Organization, 41, 35–61.Google Scholar
  40. Djelic, M.-L., & Etchanchu, H. (2017). Contextualizing corporate political responsibilities: Neoliberal CSR in historical perspective. Journal of Business Ethics, 142(4), 641–661.Google Scholar
  41. Djelic, M.-L., & Quack, S. (Eds.). (2010). Transnational communities. Cambridge: Cambridge University Press.Google Scholar
  42. Djelic, M.-L., & Sahlin, K. (2009). Governance and its transnational dynamics. Towards a reordering of our world? In C. Chapman, D. Cooper & P. Miller (Eds.), Accounting, organizations and institutions (pp. 175–204). Oxford: Oxford University Press.Google Scholar
  43. Djelic, M.-L., & Sahlin-Andersson, K. (Eds.). (2006). Transnational governance: Institutional dynamics of regulation. Cambridge: Cambridge University Press.Google Scholar
  44. Driver, C., & Thompson, G. (2002). Corporate governance and democracy: The stakeholder debate revisited. Journal of Management and Governance, 6(2), 111–130.Google Scholar
  45. Drucker, P. F. (1984). The new meaning of corporate social responsibility. California Management Review, 26, 53–63.Google Scholar
  46. Drummond, D. K. (1995). Crewe: Railway town, company and people 1840–1914. Aldershot: Scholar Press.Google Scholar
  47. Dworkin, G. (1971). Paternalism. In R. A., Wasserstrom (Ed.), Morality and the law. Belmont: Wadsworth Publishing Co.Google Scholar
  48. Dworkin, G. (1988). The theory and practice of autonomy. Cambridge: Cambridge University Press.Google Scholar
  49. Edward, P., & Willmott, H. (2008). Corporate citizenship: Rise or demise of a myth? Academy of Management Review, 33(3), 771–773.Google Scholar
  50. Edward, P., & Willmott, H. (2013). Discourse and normative business ethics. In C. Luetge (Ed.), Handbook of the philosophical foundations of business ethics (pp. 549–580). Dordrecht: Springer.Google Scholar
  51. Eisenach, E. J. (2011). Tough choice: Structured paternalism and the landscape of choice. Choice: Current Reviews for Academic Libraries, 48, 1168–1168.Google Scholar
  52. Everett, J., & Jamal, T. B. (2004). Multistakeholder collaboration as symbolic marketplace and pedagogic practice. Journal of Management Inquiry, 13(1), 57–78.Google Scholar
  53. Feldman, S., & Stenner, K. (1997). Perceived threat and authoritarianism. Political Psychology, 18(4), 741–770.Google Scholar
  54. Fleming, P. (2005). ‘Kindergarten Cop’: Paternalism and Resistance in a high-commitment workplace. Journal of Management Studies, 42(7), 1469–1489.Google Scholar
  55. Fleming, P., & Banerjee, S. B. (2016). When performativity fails: Implications for critical management studies. Human Relations, 69(2), 257–276.Google Scholar
  56. Fleming, P., Roberts, J., & Garsten, C. (2013). In search of corporate social responsibility: Introduction to special issue. Organization, 20(3), 337–348.Google Scholar
  57. Fleming, P., & Spicer, A. (2014). Power in management and organization science. Academy of Management Annals, 8(1), 237–298.Google Scholar
  58. Fotion, N. (1979). Paternalism. Ethics, 89, 191–198.Google Scholar
  59. Foucault, M. (1980). Power/knowledge: Selected interviews and other writings, 1972–1977. New York: Pantheon.Google Scholar
  60. Fox, A. (1985). History and heritage. London: Allen and Unwin.Google Scholar
  61. Frederick, W. C. (1994). From CSR1 to CSR2: The maturing of business-and-society thought. Business & Society, 33(2), 150–164.Google Scholar
  62. Fuchs, D. (2006). Business power in global governance. London: Lynne Rienner Publishers.Google Scholar
  63. Garrau, M., & Le Goff, A. (2015). Care, justice et dépendance: Introduction aux théories du care. Paris: PUF.Google Scholar
  64. Gert, B., & Culver, C. M. (1979). The justification of paternalism. Ethics, 89, 199–210.Google Scholar
  65. Gilligan, C. (1982). In a different voice. Cambridge, MA: Harvard University Press.Google Scholar
  66. Gond, J.-P., Barin Cruz, L., Raufflet, E., & Charron, M. (2016). To frack or not to frack? The interaction of justification and power in a sustainability controversy. Journal of Management Studies.  https://doi.org/10.1111/joms.12166.Google Scholar
  67. Gond, J.-P., Kang, N., & Moon, J. (2011). The government of self-regulation: On the comparative dynamics of corporate social responsibility. Economy & Society, 40, 640–671.Google Scholar
  68. Gramsci, A., Hoare, Q., & Nowell-Smith, G. (2005 [1971]). Selections from the prison notebooks of Antonio Gramsci. London: Lawrence & Wishart.Google Scholar
  69. Graz, & Nölke (Eds.). (2008). Transnational private governance and its limits. London: Routledge.Google Scholar
  70. Greene, A., Ackers, P., & Black, J. (2001). Lost narratives? From paternalism to team-working in a lock manufacturing firm. Economic and Industrial Democracy, 22, 211–237.Google Scholar
  71. Grosser, K. (2016). Corporate social responsibility and multi-stakeholder governance: Pluralism, feminist perspectives and women’s NGOs. Journal of Business Ethics, 137(1), 65–81.Google Scholar
  72. Grüne-Yanoff, T. (2012). Old wine in new casks: Libertarian paternalism still violates liberal principles. Social Choice & Welfare, 38(4), 635–645.Google Scholar
  73. Gueslin, A. (1992). Le paternalisme Revisité en Europe occidentale. Genèses, 7(1), 201–211.Google Scholar
  74. Haack, P., & Scherer, A. G. (2014). Why sparing the rod does not spoil the child: A critique of the ‘‘strict father’’ model in transnational governance. Journal of Business Ethics, 122, 225–240.Google Scholar
  75. Habermas, J. (1973). Legitimationsprobleme im Spätkapitalismus (Vol. 623). Frankfurt: Suhrkamp.Google Scholar
  76. Hanlon, G., & Fleming, P. (2009). Updating the critical perspective on corporate social responsibility. Sociology Compass, 3, 937–948.Google Scholar
  77. Hausman, D. M., & Welch, B. (2010). Debate: To nudge or not to nudge. Journal of Political Philosophy, 18(1), 123–136.Google Scholar
  78. Höllerer, M. A. (2013). From taken-for-granted to explicit commitment: The rise of CSR in a corporatist country. Journal of Management Studies, 50(4), 573–606.Google Scholar
  79. Humphreys, J. H., Randolph-Seng, B., Haden, P., S.S., & Noviceviz, M. M. (2015). Integration libertarian paternalism into paternalistic leadership: The choice architecture of H.J. Heinz. Journal of Leadership and Organizational Studies, 22(2), 187–201.Google Scholar
  80. Iankova, E. A. (2008). From corporate paternalism to corporate social responsibility in post-communist Europe. Journal of Corporate Citizenship, 29, 75–81.Google Scholar
  81. Ite, U. E. (2004). Multinationals and corporate social responsibility in developing countries: A case study of Nigeria. Corporate Social Responsibility and Environmental Management, 11, 1–11.Google Scholar
  82. Jargon (2011). Under pressure, McDonald’s adds apples to kids meals. (Eastern edn). New York, 27 July 2011, B.1.Google Scholar
  83. Kerfoot, D., & Knights, D. (1993). Management, masculinity and manipulation: From paternalism to corporate strategy in financial services in Britain. Journal of Management Studies, 30(4), 659–677.Google Scholar
  84. Kinderman, D. (2012). Free us up so we can be responsible! The co-evolution of corporate social responsibility and neo-liberalism in the UK, 1977–2010. Socio-Economic Review, 10, 29–57.Google Scholar
  85. Knights, D., & McCabe, D. (2001). A different world: Shifting masculinities in the transition to call centres. Organization, 8(4), 619–645.Google Scholar
  86. Koven, S., & Michel, S. (1990). Womanly duties: Maternalist politics and the origins of welfare states in France, Germany, Great Britain, and the United States. The American Historical Review, 95, 1880–1920. 1076–1108.Google Scholar
  87. Laclau, E., & Mouffe, C. (2001). Hegemony and socialist strategy (Second edn.). London: Verso.Google Scholar
  88. Lawrence, T. B., & Maitlis, S. (2012). Care and possibility: Enacting an ethic of care through narrative practice. Academy of Management Review, 37(4), 641–663.Google Scholar
  89. Lee, C. W., McQuarrie, M., & Walker, E. T. (2015). Democratizing inequalities. New York: New York University Press.Google Scholar
  90. Lee, C. W., & Romano, Z. (2013). Democracy’s new discipline: Public deliberation as organizational strategy. Organization Studies, 34, 733–753.Google Scholar
  91. Levy, D. L., Brown, H. S., & de Jong, M. (2010). The contested politics of corporate governance: The case of the global reporting initiative. Business & Society, 49(1), 88–115.Google Scholar
  92. Levy, D. L., & Kaplan, R. (2007). CSR and theories of global governance: strategic contestation in global issue arenas. In A. Crane, A. McWilliams, D. Matten, J. Moon & D. Siegel (Eds.), The oxford handbook of CSR. Oxford: Oxford University Press.Google Scholar
  93. Litrico, J. B. (2007). Beyond paternalism: Cross-cultural perspectives on the functioning of a Mexican production plant. Journal of Business Ethics, 73(1), 53–63.Google Scholar
  94. Lukes, S. (1974). Power: A radical view. London: Basingstoke.Google Scholar
  95. Marens, R. (2008). The hollowing out of corporate social responsibility: Abandoning a tradition in an age of declining hegemony. McGeorge Law Review, 39, 851–876.Google Scholar
  96. Marneffe, P. (2006). Avoiding paternalism. Philosophy & Public Affairs, 34, 68–94.Google Scholar
  97. Martin, R., & Fryer, R. (1975). The deferential worker?. In M. Bulmer (Ed.), Working class images of society. London: Routledge.Google Scholar
  98. Matten, D., & Crane, A. (2005). What is stakeholder democracy? Perspectives and issues. Business Ethics: A European Review, 14, 6–13.Google Scholar
  99. Matten, D., & Moon, J. (2008). “Implicit” and “explicit” CSR: A conceptual framework for a comparative understanding of corporate social responsibility. Academy of Management Review, 33, 404–424.Google Scholar
  100. Melè, D., & Paladino, M. (2008). Corporate services in poor areas: A case study with participative multistakeholder involvement. Business & Society Review, 113(2), 253–275.Google Scholar
  101. Mena, S., & Palazzo, G. (2012). Input and output legitimacy of multi-stakeholder initiatives. Business Ethics Quarterly, 22(3), 527–556.Google Scholar
  102. Mill, J. S. (1859). On liberty. London: J.W: Parker and Son.Google Scholar
  103. Moog, S., Böhm, S., & Spicer, A. (2015). The limits of multi-stakeholder governance forums: The crisis of the Forest Stewardship Council (FSC). Journal of Business Ethics, 128, 469–493.Google Scholar
  104. Moon, J., Kang, N., & Gond, J. P. (2010). Corporate social responsibility and government. In: D. Coen, W. Grant & G. Wilson, Oxford handbook of business and government (pp. 512–544). Oxford: Oxford University Press.Google Scholar
  105. Morice, A. (2004). Travail atypique, travail salarié et paternalisme: Retour sur 25 ans de recherche. TRAVAIL, 37.Google Scholar
  106. Muller, C., Vermeulen, W. J. V., & Glasbergen, P. (2012). Pushing or sharing as value-driven strategies for societal change in global supply chains: Two case studies in the British-south African fresh fruit supply chain. Business Strategy and the Environment, 21, 127–140.Google Scholar
  107. Newby, H. (1977). Paternalism and capitalism. In R. Scase (Ed.), Industrial society: Class, cleavage and control. London: Allen and Unwin.Google Scholar
  108. Newby, H. (1978). The deferential worker: A study of farm workers in East Anglia. London: Allen Lane.Google Scholar
  109. Newby, H., Bell, C., Rose, D., & Saunders, P. (1978). Property, paternalism and power: Class and control in rural England. London: Hutchinson of London.Google Scholar
  110. Nielsen, N. J. (1994). Lifelong care and control: Paternalism in nineteenth-century factory communities. Ethnologia Scandinavica, 24, 70–89.Google Scholar
  111. Noddings, N. (1984). Caring: A feminine approach to ethics and moral development. Berkeley, CA: University of California Press.Google Scholar
  112. Ötken, A., & Cenkci, T. (2012). The impact of paternalistic leadership on ethical climate: The moderating role of trust in leader. Journal of Business Ethics, 108, 525–536.Google Scholar
  113. Ouchi, W. G., & Jaeger, A. M. (1978). Type Z organization: Stability in the midst of mobility. The Academy of Management Review, 3(2), 305.  https://doi.org/10.2307/257670.Google Scholar
  114. Padavic, I., & Earnest, W.-R. (1994). Paternalism as a component of managerial strategy. The Social Science Journal, 31(4), 389–405.Google Scholar
  115. Palazzo, G., & Scherer, A. G. (2006). Corporate legitimacy as deliberation: A communicative framework. Journal of Business Ethics, 66(1), 71–88.Google Scholar
  116. Palazzo, G., & Scherer, A. G. (2008). Corporate social responsibility, democracy, and the politicization of the corporation. Academy of Management Review, 33, 773–775.Google Scholar
  117. Parsons, T. (1967). On the concept of political power. In T. Parsons (Ed.), Sociologica theory and modern society. New York: Free Press.Google Scholar
  118. Pattberg, P. (2005). The institutionalization of private governance: How business and nonprofit organizations agree on transnational rules. Governance, 18(4), 589–610.Google Scholar
  119. PEFC. Retrieved August 28, 2017, from http://www.pefc.org.
  120. Pellegrini, E. K., Scandura, T. A., & Jayaraman, V. (2010). Cross-cultural generalizability of paternalistic leadership: An expansion of leader-member exchange theory. Group & Organization Management, 35, 391–420.Google Scholar
  121. Pfeffer, J., & Salancik, G. R. (1978). The external control of organizations: A resource dependence perspective. New York: Harper & Row.Google Scholar
  122. Phillips, N., Lawrence, T. B., & Hardy, C. (2000). Inter-organizational collaboration and the dynamics of institutional fields. Journal of Management Studies, 37, 23–43.Google Scholar
  123. Pilaj, H. (2015). The choice architecture of sustainable and responsible investment: Nudging investors toward ethical decision-making. Journal of Business Ethics, 1–11.Google Scholar
  124. Prasad, A., & Mills, A. J. (2011). Critical management studies and business ethics: A synthesis and three research trajectories for the coming decade. Journal of Business Ethics, 94(2), 227–237.Google Scholar
  125. Provan, K. G., Beyer, J. M., & Kruytbosch, C. (1980). Environmental linkages and power in resource-dependence relations between organizations. Administrative Science Quarterly, 25(2), 200–225.Google Scholar
  126. Quack, S. (2010). Law, expertise and legitimacy in transnational economic governance: An introduction. Socio-Economic Review, 8(1), 3–16.Google Scholar
  127. Reid, D. (1985). Industrial paternalism: Discourse and practice in nineteenth-century french mining and metallurgy. Comparative Studies in Society and History, 27, 579–607.Google Scholar
  128. Richter, U. H. (2010). Liberal thought in reasoning on CSR. Journal of business ethics, 97(4), 625–649.Google Scholar
  129. Rostbøll, C. F. (2005). Preferences and paternalism: On freedom and deliberative democracy. Political Theory, 33, 370–396.Google Scholar
  130. Ruggie, J.-G. (2017). Multinationals as global institution: Power, authority and relative autonomy. Regulation & Governance.  https://doi.org/10.1111/rego.12154.Google Scholar
  131. Rynes, S. L., Bartunek, J. M., Dutton, J. E., & Margolis, J. D. (2012). Care and compassion through an organizational lens: Opening up new possibilities. Academy of Management Review, 37, 503–523.Google Scholar
  132. Sabadoz, C., & Singer, A. (2017). Talk ain’t cheap: Political CSR and the challenges of corporate Deliberation. Business Ethics Quarterly, 27(2), 183–211.Google Scholar
  133. Sandman, L., & Munthe, C. (2010). Shared decision making, paternalism and patient choice. Health Care Analysis, 18(1), 60–84.Google Scholar
  134. Scherer, A. (2017). Theory assessment and agenda setting in political CSR: A critical theory perspective. International Journal of Management Reviews, 20, 387–410.  https://doi.org/10.1111/ijmr.12137.Google Scholar
  135. Scherer, A. G., & Palazzo, G. (2007). Toward a political conception of corporate social responsibility: Business and society seen from a Habermasian perspective. Academy of Management Review, 32, 1096–1120.Google Scholar
  136. Scherer, A. G., & Palazzo, G. (2011). The new political role of business in a globalized world: A review of a new perspective on CSR and its implications for the firm, governance, and democracy. Journal of Management Studies, 48, 899–931.Google Scholar
  137. Scherer, A. G., Rasche, A., Palazzo, G., & Spicer, A. (2016). Managing for political corporate social responsibility: New challenges and directions for PCSR 2.0. Journal of Management Studies, 53(3), 273–298.  https://doi.org/10.1111/joms.12203.Google Scholar
  138. Schnellenbach, J., Seele, P., & Lock, I. (2012). Nudges and norms: On the political economy of soft paternalism. European Journal of Political Economy, 28(2), 266–277. Journal of Business Ethics, 131, 401–414.Google Scholar
  139. Schrempf-Stirling, J., & Palazzo, G. (2016). Upstream corporate social responsibility: The evolution from contract responsibility to full producer responsibility. Business & Society, 55(4), 491–527.Google Scholar
  140. Seele, P., & Lock, I. (2015). Instrumental and/or deliberative? A typology of CSR communication Tools. Journal of Business Ethics, 131, 401–414.Google Scholar
  141. Stone, D. (2013). Knowledge actors and transnational governance: The private public policy. London: Palgrave MacMillan.Google Scholar
  142. Sunstein, C. R. (2014). Choosing not to choose. Duke Law Journal, 64(1), 1–52.Google Scholar
  143. Sunstein, C. R., & Thaler, R. H. (2003). Libertarian paternalism is not an oxymoron. University of Chicago Law Review, 70, 1159–1202.Google Scholar
  144. Szerletics, A. (2011). Paternalism. The essex autonomy project green paper technical report. Colchester: Essex University, Department of Philosophy.Google Scholar
  145. Thaler, R. H., & Sunstein, C. R. (2003). Libertarian paternalism. The American Economic Review, 93, 175–179.Google Scholar
  146. Thaler, R. H., & Sunstein, C. R. (2008). Nudge. New Haven: Yale University Press.Google Scholar
  147. Todd, E. (2011). L’origine des systèmes familiaux. Paris: Gallimard.Google Scholar
  148. Tone, A. (1997). The business of benevolence. Ithaca: Cornell University Press.Google Scholar
  149. Topal, C. (2009). The construction of general public interest: Risk, legitimacy, and power in a public hearing. Organization Studies, 30, 277–300.Google Scholar
  150. Tronto, J. C. (1993). Moral boundaries. New York: Routledge.Google Scholar
  151. Tronto, J. C., Maury, H., & Mozère, L. (2009). Un monde vulnérable. Paris: Éd. la Découverte.Google Scholar
  152. Turcotte, M. F., & Pasquero, J. (2001). The paradox of multistakeholder collaborative roundtables. The Journal of Applied Behavioral Science, 37(4), 447–464.Google Scholar
  153. Vallgårda, S. (2012). Nudge—A new and better way to improve health? Health Policy, 104, 200–203.Google Scholar
  154. Van Breugel, G., Van Olffen, W., & Olie, W. (2005). Temporary liaisons: the commitment of “temps” towards their agencies. Journal of Management Studies, 42(3), 539–566.Google Scholar
  155. Vogel, D. (2008). Private global business regulation. Annual Review of Political Science, 11, 261–282.Google Scholar
  156. Vogel, D. (2010). The private regulation of global corporate conduct. Achievements and limitations. Business and Society, 49(1), 68–87.Google Scholar
  157. Walker, E. T. (2015). Legitimating the corporation through public participation. In C. W. Lee, M. McQuarrie & E. T. Walker (Eds.), Democratizing inequalities: Dilemmas of the new public participation: (pp. 66–80). New York: NYU Press.Google Scholar
  158. Weber, M. .(1949 [1904]). ‘Objectivity’ in social science and social policy. In E. Shils & H. Finch (Eds.), Max Weber: The methodology of the social sciences. Glencoe: The Free Press.Google Scholar
  159. Weber, M. (1978). Economy and society. Berkeley, CA: University of California Press.Google Scholar
  160. Whelan, G. (2012). The political perspective of corporate social responsibility: A critical research agenda. Business Ethics Quarterly, 22(4), 709–737.Google Scholar
  161. Wood, S., Abbott, K., Black, J., Eberlein, B., & Meidinger, E. (2015). The interactive dynamics of transnational business governance: A challenge for transnational legal theory. Transnational Legal Theory, 6(2), 333–369.Google Scholar
  162. Wray, D. (1996). Paternalism and its discontents: A case study. Work, Employment and Society, 10(4), 701–715.Google Scholar

Copyright information

© Springer Science+Business Media B.V., part of Springer Nature 2018

Authors and Affiliations

  1. 1.Entrepreneurship & Strategy DepartmentMontpellier Business SchoolMontpellier Cedex 4France
  2. 2.School of Management and InnovationSciencesPoParis Cedex 07France

Personalised recommendations