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Articoli di riviste sul tema "Organizational hypocrisy"

Autore: Grafiati

Pubblicato: 4 giugno 2021

Ultima modifica: 12 febbraio 2022

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1

Kılıçoğlu, Gökhan. "Consistency or discrepancy? Rethinking schools from organizational hypocrisy to integrity." Management in Education 31, no. 3 (2017): 118–24. http://dx.doi.org/10.1177/0892020617715268.

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Consistency in statements, decisions and practices is highly important for both organization members and the image of an organization. It is expected from organizations, especially from their administrators, to ‘ walk the talk’ – in other words, to try to practise what they preach. However, in the process of gaining legitimacy and adapting to the organizational environment, discrepancies and even outright contradictions can arise between statements and real practice, and these paradoxical relations may lead to organizational hypocrisy in educational organizations. One of the mechanisms that el

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Miao, Qing, and Jun Zhou. "Corporate Hypocrisy and Counterproductive Work Behavior: A Moderated Mediation Model of Organizational Identification and Perceived Importance of CSR." Sustainability 12, no. 5 (2020): 1847. http://dx.doi.org/10.3390/su12051847.

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When companies say one thing and do another in a corporate social responsibility context, they run the risk of corporate hypocrisy. Apart from the negative attitudes within customers, the purpose of our study was to explore what consequence corporate hypocrisy would cause on employees. This study investigated the possible link between corporate hypocrisy and employees’ counterproductive work behaviors with a moderated mediation model. Based on social identity theory, our research found that the influence of corporate hypocrisy on organization-directed counterproductive work behaviors was parti

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Huzzard, Tony, and Katarina Ostergren. "When Norms Collide: Learning under Organizational Hypocrisy." British Journal of Management 13, S2 (2002): S47—S59. http://dx.doi.org/10.1111/1467-8551.13.s2.5.

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4

Cho, Charles H., Matias Laine, Robin W. Roberts, and Michelle Rodrigue. "Organized hypocrisy, organizational façades, and sustainability reporting." Accounting, Organizations and Society 40 (January 2015): 78–94. http://dx.doi.org/10.1016/j.aos.2014.12.003.

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5

Foegen, J. H. "Hypocrisy pay." Employee Responsibilities and Rights Journal 1, no. 1 (1988): 85–87. http://dx.doi.org/10.1007/bf01385455.

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Gentile, Gian-Claudio, Ralf Wetzel, and Patricia Wolf. "The non-sense of organizational morality." Journal of Global Responsibility 6, no. 1 (2015): 19–44. http://dx.doi.org/10.1108/jgr-11-2014-0030.

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Purpose – Companies’ corporate social responsibility (CSR) activities tend to be regarded with suspicion: Taking managerial decision about engaging in CSR or communicating, this decision does not constitute the actual execution of this decision itself. A gulf can exist between deciding, speaking and doing. In fact, this gap between speaking and doing has longed fuelled the discussion about the risks, benefits and pitfalls of CSR, mainly for one reason: It remains unknown what happens to CSR concepts when they are transformed from formal decisions at the top of the hierarchy to concrete action

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Yaghi, Abdulfattah, and Majed Yaghi. "Evaluating Organizational Hypocrisy within Universities as Toxic Leadership Behavior." Public Integrity 23, no. 4 (2021): 385–400. http://dx.doi.org/10.1080/10999922.2021.1888536.

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8

Effron, Daniel A., Brian J. Lucas, and Kieran O’Connor. "Hypocrisy by association: When organizational membership increases condemnation for wrongdoing." Organizational Behavior and Human Decision Processes 130 (September 2015): 147–59. http://dx.doi.org/10.1016/j.obhdp.2015.05.001.

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9

Chang, Yi-Ping, Hsiu-Hua Hu, and Chih-Ming Lin. "Consistency or Hypocrisy? The Impact of Internal Corporate Social Responsibility on Employee Behavior: A Moderated Mediation Model." Sustainability 13, no. 17 (2021): 9494. http://dx.doi.org/10.3390/su13179494.

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Adopting social identity theory, this study examined the process linking the relations between internal corporate social responsibility (InCSR), work engagement, and turnover intention by focusing on the mediating influence of organizational identification and the moderating role of perceived corporate hypocrisy. Data were obtained from 311 medical staff (excluding supervisors and managers) of a public regional teaching hospital in Taiwan. The results revealed that employees are more dedicated to work and less inclined to leave the firm if they perceive that InCSR is implemented within the fir

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Mamede de Andrade, Eurídice, Lúcia Lima Rodrigues, and José Paulo Cosenza. "Corporate Behavior: An Exploratory Study of the Brazilian Tax Management from a Corporate Social Responsibility Perspective." Sustainability 12, no. 11 (2020): 4404. http://dx.doi.org/10.3390/su12114404.

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A look into the literature on corporate social responsibility (CSR) reveals few studies focusing on the relationship between ethical concerns and corporate behavior of companies that perform tax evasion management. This study links tax management with ethics and CSR reporting. The purpose of this article is to analyze financial and social responsibility information disclosed by the five main Brazilian construction companies that are being investigated in Brazil’s Operation Car Wash (Operação Lava-Jato—in Portuguese) because of inappropriate behavior. Based on the theoretical concepts of organi

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ÇAYAK, Semih. "The Mediating Role of Organizational Hypocrisy in the Relationship Between Organizational Silence and Organizational Rumor: A Study on Educational Organizations." International Journal of Psychology and Education Studies 8, no. 2 (2021): 1–13. http://dx.doi.org/10.52380/ijpes.2021.8.2.177.

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Snelson-Powell, Annie C., Johanne Grosvold, and Andrew I. Millington. "Drivers of sustainability talk-action inconsistency: organizational hypocrisy at business schools (WITHDRAWN)." Academy of Management Proceedings 2018, no. 1 (2018): 14033. http://dx.doi.org/10.5465/ambpp.2018.300.

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Kılıçoğlu, Gökhan, Derya Yılmaz Kılıçoğlu, and Linda Hammersley-Fletcher. "Leading Turkish schools: A study of the causes and consequences of organisational hypocrisy." Educational Management Administration & Leadership 48, no. 4 (2019): 745–61. http://dx.doi.org/10.1177/1741143218822778.

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Schools in Turkey are primarily influenced by the Ministry of National Education ( Milli Eğitim Bakanlığı) through laws and regulations. Compliance with regulations might be characterised as superficial in many respects and can lead to schools ‘decoupling’ their espoused structures from the realities of practice. In other words, they might have policies to indicate compliance whilst at the same time practising in ways that are not coherent with these stated aims and ‘ideals’. Consequently, there can be incongruence between the apparent conformity and the reality of daily activities referred to

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Brunsson, Nils. "Organizing for inconsistencies: On organizational conflict, depression and hypocrisy as substitutes for action." Scandinavian Journal of Management Studies 2, no. 3-4 (1986): 165–85. http://dx.doi.org/10.1016/0281-7527(86)90014-9.

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Goswami, Saheli, Jung Ha-Brookshire, and Wes Bonifay. "Measuring Perceived Corporate Hypocrisy: Scale Development in the Context of U.S. Retail Employees." Sustainability 10, no. 12 (2018): 4756. http://dx.doi.org/10.3390/su10124756.

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Despite an increasing amount of research on perceived corporate hypocrisy (PCH), limited research has investigated PCH among employees. Particularly, the literature lacked a valid instrument for estimating employees’ PCH, even though employees experience severe consequences for PCH. To address this gap, a scale was developed to measure employees’ PCH, using a three-stage Item Response Theory modeling approach. After a series of qualitative studies and six quantitative scale-development iterations, PCH was found to be a unidimensional construct represented by the perceived lack of morality, per

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Snelson-Powell, Annie C., Johanne Grosvold, and Andrew I. Millington. "Organizational hypocrisy in business schools with sustainability commitments: The drivers of talk-action inconsistency." Journal of Business Research 114 (June 2020): 408–20. http://dx.doi.org/10.1016/j.jbusres.2019.08.021.

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Burrell Nickell, Erin, and Robin W. Roberts. "Organizational legitimacy, conflict, and hypocrisy: An alternative view of the role of internal auditing." Critical Perspectives on Accounting 25, no. 3 (2014): 217–21. http://dx.doi.org/10.1016/j.cpa.2013.10.005.

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Lin, Stephanie C., and Dale T. Miller. "A dynamic perspective on moral choice: Revisiting moral hypocrisy." Organizational Behavior and Human Decision Processes 164 (May 2021): 203–17. http://dx.doi.org/10.1016/j.obhdp.2021.02.005.

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Y. Lacey, Miriam, and Kevin Groves. "Talent management collides with corporate social responsibility: creation of inadvertent hypocrisy." Journal of Management Development 33, no. 4 (2014): 399–409. http://dx.doi.org/10.1108/jmd-06-2012-0073.

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Purpose – The purpose of this paper is to reveal the unintended effects of talent management (TM) practices on employees excluded from high potential (HiPo) programs. Excluding the majority of employees from the numerous developmental benefits and privileges of HiPo programs runs contrary to the ideals of corporate social responsibility (CSR), an increasingly common espoused value of organizations. This paper discusses the inadvertent hypocrisy of organizations seeking to demonstrate CSR actions for their employees while simultaneously barring the vast majority of employees access to targeted

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Christensen, Lars Thøger, Mette Morsing, and Ole Thyssen. "CSR as aspirational talk." Organization 20, no. 3 (2013): 372–93. http://dx.doi.org/10.1177/1350508413478310.

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Most writings on corporate social responsibility (CSR) treat lack of consistency between organizational CSR talk and action as a serious problem that needs to be eliminated. In this article, we argue that differences between words and action are not necessarily a bad thing and that such discrepancies have the potential to stimulate CSR improvements. We draw on a research tradition that regards communication as performative to challenge the conventional assumption that CSR communication is essentially superficial, as opposed to CSR action. In addition, we extend notions of organizational hypocr

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Goswami, Saheli, and Jung E. Ha-Brookshire. "Exploring U.S. Retail Employees’ Experiences of Corporate Hypocrisy." Organization Management Journal 13, no. 3 (2016): 168–78. http://dx.doi.org/10.1080/15416518.2016.1214064.

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Bellucci, Marco, Diletta Acuti, Lorenzo Simoni, and Giacomo Manetti. "Restoring an eroded legitimacy: the adaptation of nonfinancial disclosure after a scandal and the risk of hypocrisy." Accounting, Auditing & Accountability Journal 34, no. 9 (2021): 164–86. http://dx.doi.org/10.1108/aaaj-12-2019-4359.

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PurposeThis study contributes to the literature on hypocrisy in corporate social responsibility by investigating how organizations adapt their nonfinancial disclosure after a social, environmental or governance scandal.Design/methodology/approachThe present research employs content analysis of nonfinancial disclosures by 11 organizations during a 3-year timespan to investigate how they responded to major scandals in terms of social, environmental and sustainability reporting and a content analysis of independent counter accounts to detect the presence of views that contrast with the corporate

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23

Kılıçoğlu, Gökhan, Derya Yılmaz Kılıçoğlu, and Engin Karadağ. "Do Schools Fail to “Walk Their Talk”? Development and Validation of a Scale Measuring Organizational Hypocrisy." Leadership and Policy in Schools 18, no. 1 (2017): 52–82. http://dx.doi.org/10.1080/15700763.2017.1371762.

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Mirmehdi, Seyyed Mehdi, Reza Salehzadeh, and Omid SolatiNik. "Investigating Customers Uncertainty and Satisfaction in Banking Industry: The Role of Organizational Silence towards Customer, Organizational Hypocrisy and Corporate Social Irresponsibility." International Journal of Business Innovation and Research 1, no. 1 (2021): 1. http://dx.doi.org/10.1504/ijbir.2021.10039946.

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KALIČ, FRANC. "DEFORMED ORGANIZATIONAL CULTURE AND UNDESIRABLE PHENOMENA OF LEADERSHIP IN THE ARMED FORCES." CONTEMPORARY MILITARY CHALLENGES 2019, 21/4, Volume 2019/issue 21/4 (2019): 95–111. http://dx.doi.org/10.33179/bsv.99.svi.11.cmc.21.4.5.

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The undesirable phenomena of leadership are unacceptable practices in various forms, which occur in all organizations and at all levels. The common feature of such practices is that they have a destructive effect on the entire organization and its individuals. They appear and evolve, because organizations have not developed and established practices to detect and prevent them and thus indirectly tolerate them. Due to its conformist characteristics, a military organisation is inclined to believe that it educates, trains and develops good leaders. Consequently, it finds it difficult to develop s

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Michelon, Giovanna, Silvia Pilonato, Federica Ricceri, and Robin W. Roberts. "Behind camouflaging: traditional and innovative theoretical perspectives in social and environmental accounting research." Sustainability Accounting, Management and Policy Journal 7, no. 1 (2016): 2–25. http://dx.doi.org/10.1108/sampj-12-2015-0121.

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Purpose – The purpose of this paper is threefold. First, it examines nuances that specific camouflaging perspectives provide to enhance traditional and widely adopted theories in social and environmental accounting. Second, within research on camouflaging, the paper stimulates multidisciplinarity and cross-fertilization by presenting recent developments in organizational theory that hold promise for enhancing our understanding of camouflaging. Finally, it discusses how the research contributions published in this special issue help advance the notion of corporate camouflaging. Design/methodolo

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27

Hoffmann, Jochen. "Talking into (non)existence: Denying or constituting paradoxes of Corporate Social Responsibility." Human Relations 71, no. 5 (2017): 668–91. http://dx.doi.org/10.1177/0018726717721306.

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Organizations can be understood as sites of persistent tensions between equally legitimate claims. In other words, organizations may be paradoxical. However, paradoxes do not pre-exist as a matter of fact. This article investigates how dominant academic discourses either constitute or deny potential paradoxes of Corporate Social Responsibility. It follows the theoretical perspective of CCO – Communication Constitutes Organizations and, more specifically, a ventriloqual approach. Academics are like ventriloquists, they breath life into dummies who establish theoretical figures that may or may n

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Mundy, Karen, and Francine Menashy. "The World Bank and Private Provision of Schooling: A Look through the Lens of Sociological Theories of Organizational Hypocrisy." Comparative Education Review 58, no. 3 (2014): 401–27. http://dx.doi.org/10.1086/676329.

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Harmon, Joel. "The Impact of Perceived Corporate Hypocrisy on Employees in the Retail Industry." Organization Management Journal 13, no. 3 (2016): 167. http://dx.doi.org/10.1080/15416518.2016.1222787.

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Sonenshein, Scott. "Business Ethics and Internal Social Criticism." Business Ethics Quarterly 15, no. 3 (2005): 475–98. http://dx.doi.org/10.5840/beq200515331.

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Abstract:The purpose of this paper is to present an understanding of business ethics based on a theory of internal social criticism. Internal social criticism focuses on how members of a business organization debate the meanings of their shared traditions for the purpose of locating and correcting hypocrisy. Organizations have thick moral cultures that allow them to be self-governing moral communities. By considering organizations as interpretive moral communities, I challenge the conventional notion that moral criticism is based primarily on exogenous moral principles delivered by outside cri

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Nelson, Paul. "Catherine Weaver. 2008. Hypocrisy trap: The World Bank and the poverty of reform (Princeton: Princeton University Press)." Review of International Organizations 4, no. 3 (2009): 325–28. http://dx.doi.org/10.1007/s11558-009-9064-7.

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Marwan AL-Hialy, Sindeeah, and Sarmad Gh. Salih AL-Yaseen. "Organizational Hypocrisy Phenomenon A Comparison Study for the Opinions of the Managers and Employees In Some Organizations in Mosul Governorate." TANMIYAT AL-RAFIDAIN 37, no. 118 (2018): 9–22. http://dx.doi.org/10.33899/tanra.2018.159451.

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Effron, Daniel A., Kieran O’Connor, Hannes Leroy, and Brian J. Lucas. "From inconsistency to hypocrisy: When does “saying one thing but doing another” invite condemnation?" Research in Organizational Behavior 38 (2018): 61–75. http://dx.doi.org/10.1016/j.riob.2018.10.003.

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Krasodomska, Joanna, and Justyna Godawska. "CSR in Non-Large Public Interest Entities: Corporate Talk vs. Actions." Sustainability 12, no. 21 (2020): 9075. http://dx.doi.org/10.3390/su12219075.

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Smaller companies’ understanding of and attitude toward corporate social responsibility (CSR), both in terms of actions and disclosure, is distinct from that of other organizations, including large public interest entities (PIEs) that dominate the existing literature in the field. In this study, we examine the interdependencies between non-large PIEs’ CSR practices and disclosures with the use of the organizational hypocrisy concept as a theoretical lens. Our sample consists of 111 companies operating in Poland and pursuing 646 CSR-related practices in 2017. We perform content analysis of thei

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Seifert, Roger. "Big bangs and cold wars." Employee Relations 37, no. 6 (2015): 746–60. http://dx.doi.org/10.1108/er-06-2015-0101.

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Purpose – The purpose of this paper is to provide a brief and partial overview of some of the issues and authors that have dominated British industrial relations research since 1965. It is cast in terms of that year being the astronomical Big Bang from which all else was created. It traces a spectacular growth in academic interest and departments throughout the 1970s and 1980s, and then comments on the petering out of the tradition and its very existence (Darlington, 2009; Smith, 2011). Design/methodology/approach – There are no methods other than a biased look through the literature. Findings

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36

Carter, Pippa. "Book Reviews : Nils Brunsson: The Organization of Hypocrisy: Talk, Decisions and Actions in Organizations 1989, Chichester: Wiley. 242 pages." Organization Studies 13, no. 2 (1992): 291–95. http://dx.doi.org/10.1177/017084069201300211.

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Steinberg, Richard H. "In the Shadow of Law or Power? Consensus-Based Bargaining and Outcomes in the GATT/WTO." International Organization 56, no. 2 (2002): 339–74. http://dx.doi.org/10.1162/002081802320005504.

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This article explains how consensus decision making has operated in practice in the General Agreement on Tariffs and Trade/World Trade Organization (GATT/WTO). When GATT/WTO bargaining is law-based, consensus outcomes are Pareto-improving and roughly symmetrical. When bargaining is power-based, states bring to bear instruments of power that are extrinsic to rules, invisibly weighting the process and generating consensus outcomes that are asymmetrical and may not be Pareto-improving. Empirical analysis shows that although trade rounds have been launched through law-based bargaining, hard law is

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Obiwuru, Chidera Rex. "Poverty Elevation Amidst Poverty Alleviation Programmes In Nigeria." International Journal of social Sciences and Economic Review 1, no. 2 (2019): 54–60. http://dx.doi.org/10.36923/ijsser.v1i2.38.

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Purpose of the study: Nigerian government has pursued myriads of poverty alleviation programmes for the ultimate purpose of mitigating poverty in the country. However, amidst the programmes, poverty still rabidly refused to get mitigated. Thus, the objectives of this study would be (a) to pinpoint some capital reasons for the persistence of extreme poverty in the country; and (b) to provide some panaceas to the issue. However, before this, the study would look at some poverty alleviation programmes in Nigeria. Methodology: This is exploratory research that is based on secondary research

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Nassereddine, Hassan, and Amar Sayed Ahmad. "The role of management accounting systems in sustainable and development strategies." Proceedings of the International Conference on Business Excellence 13, no. 1 (2019): 313–25. http://dx.doi.org/10.2478/picbe-2019-0028.

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Abstract The cycle of corporate measures in line with consideration of apprehensions related to supportable progress and communal and environmental accountability broadens the constraint of routine measurement to take into justification social and environmental gauges. The role of management accounting, historically orientated toward the dimension of economic and financial performance, is consequently questioned in its capacity to evolve towards an integration of these standards into the dimension, management and performance reporting fashions. Environmental control Accounting may be understoo

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Loeb, Lori. "Doctors and Patent Medicines in Modern Britain: Professionalism and Consumerism." Albion 33, no. 3 (2001): 404–25. http://dx.doi.org/10.2307/4053198.

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In the late nineteenth century professionalism and consumerism collided in a vociferous debate over the commodification of health. In medical journals, before government panels and through independent publications, doctors condemned “quackery,” especially patent medicines—the Victorian appellation for over-the-counter drugs. They dismissed myriad pills, tonics and appliances as addictive, dangerous, or useless. This professional critique, doctors claimed, was an altruistic defence of patients. Their commercial opponents, patent medicine men (and frequently the press), countered that the profes

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Marin, Egor B. "Images of Russian political leaders as viewed by youth: a semantic reconstruction." VESTNIK INSTITUTA SOTZIOLOGII 11, no. 2 (2020): 82–105. http://dx.doi.org/10.19181/vis.2020.11.2.642.

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This article presents material associated with the semantic reconstruction of the images of Russian political figures as viewed by young students, based on material from an empirical study conducted in 2018. While conducting research, students attending higher and secondary professional education institutions in Primorsky Krai were surveyed. Such an undertaking as a semantic reconstruction of the images of Russian political figures allowed for identifying both the substantive and the structural properties of each image. The categorical structure of the semantic space of views on political lead

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Saadani, Samia, Nicolas Balas, and Florence Rodhain. "Manufacturing controversy: “reverse racism” as backlash to antiracist interventions in France." Equality, Diversity and Inclusion: An International Journal 40, no. 2 (2021): 114–33. http://dx.doi.org/10.1108/edi-07-2020-0205.

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PurposeThe purpose of this paper is to shed some light on the paradoxes of mainstream French anti- racism regarding Islamophobia. The authors focus on the driving role played by French republican values in the recurring inability of anti-racist activism, and anti-islamophobia in particular, to act upon the structural character of racism in France.Design/methodology/approachThe authors’ analysis draws on a longitudinal and qualitative investigation of the “Sud-Education 93” controversy (SE93). The authors use the analytical framework provided by controversy studies in order to focus on the afte

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Lahtinen, Sonja, and Elina Närvänen. "Co-creating sustainable corporate brands: a consumer framing approach." Corporate Communications: An International Journal 25, no. 3 (2020): 447–61. http://dx.doi.org/10.1108/ccij-11-2019-0121.

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PurposeThe purpose of this research is to explore how consumers co-create sustainable corporate brands (SCBs) by framing brands with a newly adopted sustainability orientation.Design/methodology/approachThe qualitative data were generated from four focus groups consisting of altogether 25 Finnish millennial consumers. The data were analysed using thematic analysis, and the resulting themes were classified as different framings.FindingsThe findings indicate three ways of framing SCBs: as signs of corporate hypocrite, as threats that increase societal fragmentation and as signs of corporate enli

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Kılıçoğlu, Gökhan, and Derya Yılmaz Kılıçoğlu. "Understanding organizational hypocrisy in schools: the relationships between organizational legitimacy, ethical leadership, organizational hypocrisy and work-related outcomes." International Journal of Leadership in Education, June 4, 2019, 1–33. http://dx.doi.org/10.1080/13603124.2019.1623924.

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ÇİMEN, Burcu, and Engin KARADAĞ. "Teachers’ views on organizational hypocrisy in schools." Eğitim Bilimleri Dergisi, January 6, 2021. http://dx.doi.org/10.15285/maruaebd.677814.

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Zhang, Yun, Zhe Zhang, and Ming Jia. "When and Why Perceived Organizational Environmental Support Fails to Work: From a Congruence Perspective." Management and Organization Review, June 22, 2021, 1–32. http://dx.doi.org/10.1017/mor.2021.11.

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ABSTRACT Environmental responsibility has been increasingly emphasized in the management field. Perceived organizational environmental support is generally considered desirable within organizations. Nonetheless, both scholars and practitioners doubt that it is a panacea for enhancing employee green behavior (EGB), an important workplace behavior benefiting the environment and corporate sustainability. From a congruence perspective, this research explores when and why perceived organizational environmental support fails to increase EGB effectively. Drawing upon cue consistency theory and the co

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Kılıçoğlu, Gökhan. "Organizational Hypocrisy and Integrity in Turkish Context: A Theoretical Analysis." Educational Administration: Theory and Practice 23, no. 3 (2017). http://dx.doi.org/10.14527/kuey.2017.016.

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-ul-Haq, Anwar, and Syed Tahir Rizvi. "How Organizational Hypocrisy Cultivates Abusive Supervision Whereas Supervisor Resilience Impedes It: Frustration Aggression Vs Resource Building Approach." NICE Research Journal, June 30, 2020, 95–132. http://dx.doi.org/10.51239/nrjss.v0i0.178.

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This study adds to the research of business ethics by exploring how organizational hypocrisy affects abusive supervision positively, through the mediating role of cynicism of supervisors and when supervisor resilience can temper down abusive supervision. This is the first study to use frustration aggression theory to explain the studied mechanism and further contributes to the literature of theory by proposing that frustration may lead to broadening of scope of cognitive processes thereby developing new positive goals. Using a quantitative design multisource data were collected in three waves

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Bharanitharan, Darren K., Kevin B. Lowe, Somayeh Bahmannia, Zhen Xiong Chen, and Lin Cui. "Seeing is not believing: Leader humility, hypocrisy, and their impact on followers' behaviors." Leadership Quarterly, July 2020, 101440. http://dx.doi.org/10.1016/j.leaqua.2020.101440.

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Stern, Charlotta, and Linda Weidenstedt. "Managers on balancing employment protection and what’s good for the company: Intended and unintended consequences of a semi-coercive institution." Economic and Industrial Democracy, February 24, 2021, 0143831X2199353. http://dx.doi.org/10.1177/0143831x21993538.

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Sweden’s institutionalized employment protection legislation, ‘LAS’, is interesting theoretically because parts of it are semi-coercive. The semi-coerciveness makes it possible for firms and unions under collective agreements to negotiate departures from the law. Thus, the law is more flexible than the legal text suggests. The present study explores intended and unintended consequences of LAS as experienced by managers of smaller manufacturing companies. The results suggest that managers support the idea of employment protection in principle but face a difficult balancing act in dealing with L

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