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Drawing on the literature on framing, we explore the emotional framing differences in radical and reformative NGOs over time. We analyse the sentiment of a sample of 5880 press releases issued by five NGOs positioned differently on the reformative‐radical spectrum and examine how they address large companies. Our findings reveal an increasing polarisation of sentiment in these NGOs' framing, with individual NGOs gravitating towards ideal‐type radical or reformative positions, respectively. In alignment with the differences in their framing, we observe differences in their approaches to cross‐sector partnerships. Policymakers need to note the implications of the observed polarisation for the effectiveness and credibility of cross‐sector partnerships and multi‐stakeholder initiatives more generally, given the risk of co‐optation (for reformative NGOs) as well as the risk of foregoing significant funding and governance opportunities (for radical NGOs).
Tulin Dzhengiz; Ralf Barkemeyer; Giulio Napolitano. Emotional framing of NGO press releases: Reformative versus radical NGOs. Business Strategy and the Environment 2021, 1 .
AMA StyleTulin Dzhengiz, Ralf Barkemeyer, Giulio Napolitano. Emotional framing of NGO press releases: Reformative versus radical NGOs. Business Strategy and the Environment. 2021; ():1.
Chicago/Turabian StyleTulin Dzhengiz; Ralf Barkemeyer; Giulio Napolitano. 2021. "Emotional framing of NGO press releases: Reformative versus radical NGOs." Business Strategy and the Environment , no. : 1.
This paper demonstrates the emergence of alliance portfolios in the context of sustainability and how these alliance portfolios develop and change in a dynamic interaction with a firm’s business strategy, sustainability strategy, organizational value frames, and performance. Based on a longitudinal case from the electric utility sector, the paper builds a model of these dynamic interactions. The findings show that as the company integrates sustainability strategy into its business strategy, the alliance portfolio of the company becomes more diverse in terms of partner types. Moreover, the relationships between partners also evolve, turning previous stakeholders into formal strategic partners. The study shows that as the company’s organizational value frames move from narrow to broad, its alliance portfolio becomes more complex and the role of cross-sector partners particularly communities, governments, and NGOs, becomes more strategic for the company. The results of the study provide evidence that firms use their alliance portfolios as a space for negotiation between different frames, and these portfolios allow firms the cognitive flexibility to address multiple sustainability issues and bottom lines simultaneously. Therefore, the study contributes to the literature on corporate sustainability by developing a richer account of the emergence of sustainable alliance portfolios."
Tulin Dzhengiz; Khaleel Malik. Dynamic Interactions Between Organizational Value Frames and Sustainable Alliance Portfolios. Academy of Management Proceedings 2020, 2020, 1 .
AMA StyleTulin Dzhengiz, Khaleel Malik. Dynamic Interactions Between Organizational Value Frames and Sustainable Alliance Portfolios. Academy of Management Proceedings. 2020; 2020 (1):1.
Chicago/Turabian StyleTulin Dzhengiz; Khaleel Malik. 2020. "Dynamic Interactions Between Organizational Value Frames and Sustainable Alliance Portfolios." Academy of Management Proceedings 2020, no. 1: 1.
Sustainable development goals (SDGs) have become increasingly important for today’s firms as they build sustainability strategies that integrate SDGs into their core activities. Addressing these goals collaboratively, in line with SDG 17—partnerships for the goals, has gained momentum, hence the growing literature on sustainability-oriented partnerships. However, addressing SDGs through partnerships is not straightforward. For firms, contributing to SDGs through alliances and partnerships requires building environmental capabilities and embracing new value frames; in other words, going through the complex process of inter-organizational learning. This paper reviews the literature on sustainability-oriented partnerships with a focus on the inter-organizational learning process. As a result of the review, a model of inter-organizational sustainability learning is presented. This model captures the different levels and types of the inter-organizational learning process; partner and partnership characteristics that impact learning; the environmental conditions that set the conditions for learning to take place; the catalyst and inhibitors of learning; and finally outcomes of learning. This model expands and re-organizes the existing scholarly conversation about inter-organizational learning in the context of sustainability-oriented alliances and partnerships and offers a learning-based understanding of sustainability partnerships to practitioners. Based on the review, the paper proposes ideas for future research and contributes to the development of a future research agenda in the area of sustainability-oriented alliances and partnerships.
Tulin Dzhengiz. A Literature Review of Inter-Organizational Sustainability Learning. Sustainability 2020, 12, 4876 .
AMA StyleTulin Dzhengiz. A Literature Review of Inter-Organizational Sustainability Learning. Sustainability. 2020; 12 (12):4876.
Chicago/Turabian StyleTulin Dzhengiz. 2020. "A Literature Review of Inter-Organizational Sustainability Learning." Sustainability 12, no. 12: 4876.
Tulin Dzhengiz. Bridging the gap: organisational value frames and sustainable alliance portfolios. Green Finance 2020, 2, 323 -343.
AMA StyleTulin Dzhengiz. Bridging the gap: organisational value frames and sustainable alliance portfolios. Green Finance. 2020; 2 (4):323-343.
Chicago/Turabian StyleTulin Dzhengiz. 2020. "Bridging the gap: organisational value frames and sustainable alliance portfolios." Green Finance 2, no. 4: 323-343.
Responsible management competences are the skills of managers to deal with the triple bottom line, stakeholder value and moral dilemmas. In this paper, we analyse how managers develop responsible management competences and how the competences interact with capabilities at the organisational level. The paper contributes to the responsible management literature by integrating research on absorptive capacity and organisational learning. By creating intersections between these disparate research streams, this study enables a better understanding of the development of responsible management competences. The paper is a systematic literature review on environmental competences, which are a type of responsible management competences referring to the managerial skills aimed at improving environmental sustainability. The findings demonstrate that managers who are able to recognize and acquire external knowledge develop environmental competences, and organisations capable of assimilating, transforming and exploiting knowledge develop environmental capabilities. The paper establishes that a dynamic and recursive relation exists between environmental competences and capabilities. Antecedents and contextual conditions specific to a sustainability context, such as eco-centric values and stakeholder pressures, influence the development of environmental competences. The study shows that environmental competences have a positive direct effect on environmental performance, and an indirect effect as a mediator between environmental capabilities and performance.
Tulin Dzhengiz; Eva Niesten; Tulin Dzhengiz. Competences for Environmental Sustainability: A Systematic Review on the Impact of Absorptive Capacity and Capabilities. Journal of Business Ethics 2019, 162, 881 -906.
AMA StyleTulin Dzhengiz, Eva Niesten, Tulin Dzhengiz. Competences for Environmental Sustainability: A Systematic Review on the Impact of Absorptive Capacity and Capabilities. Journal of Business Ethics. 2019; 162 (4):881-906.
Chicago/Turabian StyleTulin Dzhengiz; Eva Niesten; Tulin Dzhengiz. 2019. "Competences for Environmental Sustainability: A Systematic Review on the Impact of Absorptive Capacity and Capabilities." Journal of Business Ethics 162, no. 4: 881-906.
Tulin Dzhengiz; Kai N. Hockerts. From Corporate Sustainability to Organisational Sustainability. Academy of Management Proceedings 2019, 2019, 1 .
AMA StyleTulin Dzhengiz, Kai N. Hockerts. From Corporate Sustainability to Organisational Sustainability. Academy of Management Proceedings. 2019; 2019 (1):1.
Chicago/Turabian StyleTulin Dzhengiz; Kai N. Hockerts. 2019. "From Corporate Sustainability to Organisational Sustainability." Academy of Management Proceedings 2019, no. 1: 1.
Increasing concerns over global and local sustainability issues motivate businesses to develop solutions via collaborative partnerships. While many studies explain the contributions of sustainable alliances to economic, environmental, and social sustainability, less is known about how a portfolio of these alliances is configured. This study aims to answer this question by examining the relationship between organisational value frames and alliance portfolio configurations of 16 utility companies in the electricity industry of Great Britain. The study finds that organisational value frames play a key role in the selection of alliance partners and hence the configuration of alliance portfolios. The results demonstrate that British electricity utilities often collaborate with cognitively similar organisations. The results demonstrate that cognitive homophily is common in selecting partners to tackle sustainability issues. While previous studies demonstrated homophily in partner selection as resource homophily or status homophily, in the sustainability context, this study shows that homophily is also about values that guide interpretations of sustainability issues.
Tulin Dzhengiz. The Relationship of Organisational Value Frames with the Configuration of Alliance Portfolios: Cases from Electricity Utilities in Great Britain. Sustainability 2018, 10, 4455 .
AMA StyleTulin Dzhengiz. The Relationship of Organisational Value Frames with the Configuration of Alliance Portfolios: Cases from Electricity Utilities in Great Britain. Sustainability. 2018; 10 (12):4455.
Chicago/Turabian StyleTulin Dzhengiz. 2018. "The Relationship of Organisational Value Frames with the Configuration of Alliance Portfolios: Cases from Electricity Utilities in Great Britain." Sustainability 10, no. 12: 4455.