4 Essays on Sustainable Development and Organizations’ Response to Stakeholder’s Expectations
As integral part of the society, environment, and economy, the organization’s survival and growth depend on legitimacy which reflects the social support and acceptance of its stakeholders, the institutions and individuals it interacts with. Organizations interact with internal and external stakeholder groups which not necessarily have the same legitimacy expectations. Due to several reasons, such as the adoption of new laws or the invention of new technologies, stakeholders’ expectations of legitimate actions can change in the course of time. Thus, to respond to changing stakeholder’s expectations, as integral part of a changing environment, is complex. The main objective of this dissertation is to answer the research question: “How do organizations respond to changing stakeholder’s expectations in context of sustainable development?”. Building on two empirical settings with four essays, this dissertation provides insights into organizations’ responses as reaction to changing stakeholder expectations with regard to sustainable development. In particular, it takes a closer look on the interplay between internal stakeholders, such as employees, and external stakeholders, such as politics or customers. The first essay summarizes the organizational factors for the implementation of a research data management (RDM) system within higher education institutes (HEI) and how they interact with each other. Based on Leavitt’s (1965) classical model of organizational change, the essay provides an overview about the interrelation between the individual components that make up an RDM system. The second essay investigates how early career researchers within HEI make use of different respond strategies to the state, market, professional, and community logic in context of RDM. It provides insights how employees deal with changing environmental conditions and the organization’s response to them. The third essay analyses the shift from voluntary to mandatory sustainability reporting and demonstrates different strategies organizations adopt to respond to it. The fourth essay incorporates the findings of the third essay and investigates which factors influence the organization’s strategy to respond. It focuses on the interface between the top management team and the chief executive officer. This dissertation makes at least two overall contributions to management and organization studies research. First, it emphasizes the role of different stakeholder groups and their impact on the organizations’ activities. Second, this dissertation shows the value of connecting different theoretical approaches such as institutional logics, upper echelon theory, and organizational transparency research in context of organizational legitimacy and demonstrates that a nuanced view is necessary to understand the concept of organizational legitimacy. This cumulative dissertation is structured as follows. Part A is an introduction to the study organizational legitimacy. Part B contains the four essays.
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