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Dr. Cosmina Voinea
Faculty of Management, The Open University of the Netherlands

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0 Strategy
0 Sustainability
0 Sustainable innovation
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non-market strategies
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Regular article
Published: 16 July 2021 in Eurasian Business Review
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This study investigated the relationship between executive turnover (ET) and quality of corporate social responsibility disclosure (CSRD) at the firm level. The role of political embeddedness (PE) in the association between ET and CSRD quality in Chinese listed A-share firms is also inspected. We employed 20,850 firm’s/year observations between 2010 and 2016. An inverse relationship was found between ET and CSRD quality as well as PE and CSRD quality. In addition, the study findings disclose that corporate PE moderates the relationship between ET and a firm’s CSRD quality whilst the impact of ET on a company's CSRD quality was found more pronounced for firms with a low level of corporate PE. This examination adds to the literature on CSRD quality under the premise of normative stakeholder theory and leads to the conclusion that the political link of departing executives is an active participant in the exacerbation of CSRD quality in PE firms of China. This implies a reinvigoration of the roles of decision-makers for sustainable CSR assurance.

ACS Style

Fawad Rauf; Cosmina L. Voinea; Nadine Roijakkers; Khwaja Naveed; Hammad Bin Azam Hashmi; Tayyaba Rani. How executive turnover influences the quality of corporate social responsibility disclosure? Moderating role of political embeddedness: evidence from China. Eurasian Business Review 2021, 1 -25.

AMA Style

Fawad Rauf, Cosmina L. Voinea, Nadine Roijakkers, Khwaja Naveed, Hammad Bin Azam Hashmi, Tayyaba Rani. How executive turnover influences the quality of corporate social responsibility disclosure? Moderating role of political embeddedness: evidence from China. Eurasian Business Review. 2021; ():1-25.

Chicago/Turabian Style

Fawad Rauf; Cosmina L. Voinea; Nadine Roijakkers; Khwaja Naveed; Hammad Bin Azam Hashmi; Tayyaba Rani. 2021. "How executive turnover influences the quality of corporate social responsibility disclosure? Moderating role of political embeddedness: evidence from China." Eurasian Business Review , no. : 1-25.

Journal article
Published: 24 March 2021 in Sustainability
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The context of China fosters different contextual factors, which influences the quality of corporate social responsibility (CSR) disclosure in comparison to firms across the rest of the world. Political ties at a corporate level are one of these vital factors. This paper studies the influence of firm-level political ties (PT) and executive turnover (ET) on the quality of CSR disclosure in the context of shareholding status of departing executive in Chinese listed A-share firms. Stakeholder and Agency theories are applied to the dissemination of CSR disclosures in Chinese firms whereby we used 20,578 firm-years interpretations of Chinese registered companies between 2012 and 2019. The results foster a negative link between executive turnover and quality of CSR disclosures. In addition, a negative relationship has been found between political ties and the quality of CSR disclosure. The findings disclose that the shareholding status of departing executive moderate the relationship between the impact of political ties and executive turnover on firms quality of CSR disclosure, whilst the effect of executive turnover on the quality of CSR disclosure was found more pronounced for firms whose departing executive held larger shareholding (SH). This study contributed to the literature on the quality of CSR disclosure while recognizing the negative effect of executive turnover on a firm’s quality of CSR disclosure for politically tied firms with a reinforcing moderating role of the shareholding status of departing executive.

ACS Style

Fawad Rauf; Cosmina Voinea; Khwaja Naveed; Cosmin Fratostiteanu. CSR Disclosure: Effects of Political Ties, Executive Turnover and Shareholder Equity. Evidence from China. Sustainability 2021, 13, 3623 .

AMA Style

Fawad Rauf, Cosmina Voinea, Khwaja Naveed, Cosmin Fratostiteanu. CSR Disclosure: Effects of Political Ties, Executive Turnover and Shareholder Equity. Evidence from China. Sustainability. 2021; 13 (7):3623.

Chicago/Turabian Style

Fawad Rauf; Cosmina Voinea; Khwaja Naveed; Cosmin Fratostiteanu. 2021. "CSR Disclosure: Effects of Political Ties, Executive Turnover and Shareholder Equity. Evidence from China." Sustainability 13, no. 7: 3623.

Journal article
Published: 12 March 2021 in Sustainability
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This paper examines the heterogeneous links between board gender diversity and corporate social performance in different industries across China. OLS regression models are approximated using the data of Chinese industries from 2009 to 2015. Robustness test and two-stage least square (2SLS) methods are incorporated to cater for robustness and endogeneity. Board gender diversity (BGD) stimulates corporate social performance (CSP) of firms with environmental and social risk exposure regardless of critical mass and directors’ independence. It does so for firms with governance risk exposure while incorporating the critical mass effect and the director’s independence. Overall, the positive effect of BGD is prevalent in different industries at an aggregate level while considering firms with an overall ESG risk exposure. The findings imply that BGD can mitigate the ESG risk exposure in terms of enhancing the CSP and the advantage can be transpired with the inclusion of even one female director (independent or executive) to the board. The study also highlights that BGD enhances CSP in industries with more environmental and social risk exposure while doing so in industries with governance risk exposure after complementation by critical mass and independent director effects.

ACS Style

Khwaja Naveed; Cosmina Voinea; Zahid Ali; Fawad Rauf; Cosmin Fratostiteanu. Board Gender Diversity and Corporate Social Performance in Different Industry Groups: Evidence from China. Sustainability 2021, 13, 3142 .

AMA Style

Khwaja Naveed, Cosmina Voinea, Zahid Ali, Fawad Rauf, Cosmin Fratostiteanu. Board Gender Diversity and Corporate Social Performance in Different Industry Groups: Evidence from China. Sustainability. 2021; 13 (6):3142.

Chicago/Turabian Style

Khwaja Naveed; Cosmina Voinea; Zahid Ali; Fawad Rauf; Cosmin Fratostiteanu. 2021. "Board Gender Diversity and Corporate Social Performance in Different Industry Groups: Evidence from China." Sustainability 13, no. 6: 3142.

Journal article
Published: 14 October 2020 in Sustainability
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EU border regions continue to face economic and social disadvantages compared to other regions in the same country. Since 1990, the European Commission has been implementing extensive territorial cooperation programs to support EU border regions in solving regional problems and building social cohesion. This study offers a contribution for decreasing the economic and social disadvantages of EU border regions by investigating the complementarity between institutional EU cross-border cooperation and social entrepreneurship. We argue that both concepts build upon similar drivers and characteristics with the aim of creating impact and bringing about change. We test and improve our initially literature-based framework to provide a better insight into how institutional and entrepreneurial processes could benefit from each other. We conduct interviews with experts operating at different governance levels and in various EU countries and border regions. The complementarity between both concepts is confirmed considering a differentiation between governance levels and fields of expertise. The results show that complementarity between the concepts mainly exists in terms of taking advantage of opportunities for a certain effect. The commercial activities of social enterprises are seen as effective, but it is necessary for social enterprises to establish sustainable EU cross-border cooperation and to improve regional social and economic development.

ACS Style

Herman Wevers; Cosmina Voinea; Frank De Langen. Social Entrepreneurship as a Form of Cross-Border Cooperation: Complementarity in EU Border Regions. Sustainability 2020, 12, 8463 .

AMA Style

Herman Wevers, Cosmina Voinea, Frank De Langen. Social Entrepreneurship as a Form of Cross-Border Cooperation: Complementarity in EU Border Regions. Sustainability. 2020; 12 (20):8463.

Chicago/Turabian Style

Herman Wevers; Cosmina Voinea; Frank De Langen. 2020. "Social Entrepreneurship as a Form of Cross-Border Cooperation: Complementarity in EU Border Regions." Sustainability 12, no. 20: 8463.

Journal article
Published: 01 July 2020 in Sustainability
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This study pursues to clarify the effect of environmental management systems (EMS) comprehensiveness on environmental performance and financial performance using an extensive quantitative dataset obtained in Brazil over an eight-year period. It is recognized that the implementation of environmental management differs per company varying in how many environmental practices are adopted and hence how comprehensive the EMS is. The relationship between EMS comprehensiveness, environmental performance, and financial performance proves to be complex. First of all, the overall negative effect of environmental performance on financial performance may indicate that the resources needed to realize an improved environmental performance do not outweigh the cost reductions resulting from eco-efficiency or improved reputation. The effect of EMS comprehensiveness on financial performance is in line with that, indicating that an above average EMS comprehensiveness results in lower financial performance, which may correspond to high environmental management- and overhead costs. Across sectors, the companies operating in sector industries have high quality EMS comprehensiveness, while the companies in agriculture, commerce, and services exhibit a lower EMS.

ACS Style

Cosmina Voinea; Bas-Jan Hoogenberg; Cosmin Fratostiteanu; Hammad Bin Azam Hashmi. The Relation between Environmental Management Systems and Environmental and Financial Performance in Emerging Economies. Sustainability 2020, 12, 5309 .

AMA Style

Cosmina Voinea, Bas-Jan Hoogenberg, Cosmin Fratostiteanu, Hammad Bin Azam Hashmi. The Relation between Environmental Management Systems and Environmental and Financial Performance in Emerging Economies. Sustainability. 2020; 12 (13):5309.

Chicago/Turabian Style

Cosmina Voinea; Bas-Jan Hoogenberg; Cosmin Fratostiteanu; Hammad Bin Azam Hashmi. 2020. "The Relation between Environmental Management Systems and Environmental and Financial Performance in Emerging Economies." Sustainability 12, no. 13: 5309.

Journal article
Published: 21 April 2020 in Sustainability
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This study investigates the relationship between corporate political embeddedness and the quality of corporate social responsibility (CSR) disclosure for Chinese listed A-share firms. The study applies the legitimacy theory to the diffusion of CSR in Chinese companies, which otherwise have a differentiating characteristic from Western companies: part of their property being owned by the government. We used 21,295 firm-year observations from Chinese listed firms between 2010 and 2016. The findings reveal that political embeddedness moderates the relationship between firms’ resource base and CSR disclosure quality, such that the effect of resource base on CSR quality was found to be weak for firms with a higher level of political embeddedness. Furthermore, firms with a higher level of political embeddedness will disclose CSR with a lower quality, whilst firms with a higher resource base report CSR with a higher quality. The findings of this study contribute significantly to the literature on CSR disclosure by recognizing the positive impact of political embeddedness and resource base on CSR disclosure quality.

ACS Style

Fawad Rauf; Cosmina Lelia Voinea; Hammad Bin Azam Hashmi; Cosmin Fratostiteanu. Moderating Effect of Political Embeddedness on the Relationship between Resources Base and Quality of CSR Disclosure in China. Sustainability 2020, 12, 3323 .

AMA Style

Fawad Rauf, Cosmina Lelia Voinea, Hammad Bin Azam Hashmi, Cosmin Fratostiteanu. Moderating Effect of Political Embeddedness on the Relationship between Resources Base and Quality of CSR Disclosure in China. Sustainability. 2020; 12 (8):3323.

Chicago/Turabian Style

Fawad Rauf; Cosmina Lelia Voinea; Hammad Bin Azam Hashmi; Cosmin Fratostiteanu. 2020. "Moderating Effect of Political Embeddedness on the Relationship between Resources Base and Quality of CSR Disclosure in China." Sustainability 12, no. 8: 3323.

Journal article
Published: 04 December 2019 in Sustainability
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Mechanisms that large organizations employ to facilitate corporate social responsibility (CSR) engagement simply do not apply to start-ups due to distinct differences. The purpose of this study was to gain insight into how start-ups strive for sustainability in their business models by investigating internal and external drivers related to organizational processes, managerial characteristics, and stakeholder expectations. We explored key factors such as decision-making regarding CSR engagement, business values about sustainability, entrepreneurial orientation, and the relevance of the CSR theater (philanthropic orientation, disruptive innovation, or transforming the ecosystem). Multiple case studies and interview data elucidated how start-ups engage with their community and stakeholders to determine the best approach to sustainability demands, how start-ups embed sustainability practices within their business models, and how these practices match with the entrepreneurs’ personalities. On the basis of our case studies and data analysis, we propose that the decision to engage in CSR is treated as an investment decision. The business values of a start-up determine its CSR engagement. The philanthropic drive of a start-up determines its CSR initiatives, which are then in line with the field the start-up is operating in. Entrepreneurs’ willingness to adopt CSR practices is determined by their personalities and organizational expertise and experiences. CSR engagement within the business models of start-ups is based on a combination of financial and social capital, while financial benefits act as a continuous motivator for CSR engagement from inception.

ACS Style

Cosmina Lelia Voinea; Marcel Logger; Fawad Rauf; Nadine Roijakkers. Drivers for Sustainable Business Models in Start-Ups: Multiple Case Studies. Sustainability 2019, 11, 6884 .

AMA Style

Cosmina Lelia Voinea, Marcel Logger, Fawad Rauf, Nadine Roijakkers. Drivers for Sustainable Business Models in Start-Ups: Multiple Case Studies. Sustainability. 2019; 11 (24):6884.

Chicago/Turabian Style

Cosmina Lelia Voinea; Marcel Logger; Fawad Rauf; Nadine Roijakkers. 2019. "Drivers for Sustainable Business Models in Start-Ups: Multiple Case Studies." Sustainability 11, no. 24: 6884.

Journal article
Published: 30 August 2017 in International Business Research
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To better understand the media as a stakeholder we study the media influences and the types of actions used by firms to manage this stakeholder. A hegemonic approach to the subject argues that the media is part of an economic, political, social, and cultural struggle. Accordingly, different stakeholders and classes compete for dominance and attempt to impose their visions, interests, and agendas on society as a whole. Firms, along with other groups, struggle for social dominance by disseminating images through the media. By means of stakeholder management and organizational response literature we show that given the dependency on the media’s accountability, answerability, and credibility, firms implement either strategic actions or fire-fighting actions. Evidence is brought from foreign firms in the traditional media business (print, radio, television) in the Netherlands, context characterized by freedom of the press, opinion, and information.

ACS Style

Cosmina Lelia Voinea; Hans Van Kranenburg. Media Influence and Firms Behaviour: A Stakeholder Management Perspective. International Business Research 2017, 10, 23 .

AMA Style

Cosmina Lelia Voinea, Hans Van Kranenburg. Media Influence and Firms Behaviour: A Stakeholder Management Perspective. International Business Research. 2017; 10 (10):23.

Chicago/Turabian Style

Cosmina Lelia Voinea; Hans Van Kranenburg. 2017. "Media Influence and Firms Behaviour: A Stakeholder Management Perspective." International Business Research 10, no. 10: 23.

Book chapter
Published: 14 July 2017 in Nonmarket Strategic Management
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ACS Style

Cosmina Lelia Voinea; Hans Van Kranenburg. Nonmarket strategies. Nonmarket Strategic Management 2017, 69 -80.

AMA Style

Cosmina Lelia Voinea, Hans Van Kranenburg. Nonmarket strategies. Nonmarket Strategic Management. 2017; ():69-80.

Chicago/Turabian Style

Cosmina Lelia Voinea; Hans Van Kranenburg. 2017. "Nonmarket strategies." Nonmarket Strategic Management , no. : 69-80.

Book chapter
Published: 14 July 2017 in Nonmarket Strategic Management
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Since the publication of The Great Transformation (Polanyi, 1957), the concepts of ‘non-economic’ and ‘nonmarket’ successively started to emerge as referring to the internal and external factors that assist markets, firms and other types of institutions and organizations to function efficiently and effectively as well as repair their failures. In the last three decades, studies on the nonmarket field start to emerge. Among others, the nonmarket field was addressed by Baron (1995b), Boddewyn (2003), Hillman (2004), Marcus, Kaufman and Beam (1987), Preston and Post (1975) and Yoffie (1987). However, the definition of the nonmarket concept was ambiguous among the various studies. The versatility of the nonmarket concept encouraged Boddewyn (2003) to perform an extensive literature research from various fields which provide links to the concept, for instance, neoclassical economics, management, political science and sociology. The roots of the nonmarket concept lie in societal and theoretical choices made over several decades. There exist different perspectives regarding the nonmarket concept, which vary in the way they refer to the internal and external factors that provide order to markets, firms and other types of institutions and organizations. Four main perspectives provide an adequate overture for the nonmarket concept.

ACS Style

Cosmina Lelia Voinea; Hans Van Kranenburg. Genesis of the nonmarket field. Nonmarket Strategic Management 2017, 2 -11.

AMA Style

Cosmina Lelia Voinea, Hans Van Kranenburg. Genesis of the nonmarket field. Nonmarket Strategic Management. 2017; ():2-11.

Chicago/Turabian Style

Cosmina Lelia Voinea; Hans Van Kranenburg. 2017. "Genesis of the nonmarket field." Nonmarket Strategic Management , no. : 2-11.

Book chapter
Published: 14 July 2017 in Nonmarket Strategic Management
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Alongside the deregulation in the European Union in the 1980s and 1990s of the last century, the number of alliances in the airline industry grew (Oum & Park, 1997). Airlines decided to collaborate for different reasons such as entering new international markets, market presence, cost reduction or building an international seamless network, providing better services to the customers, and trying to build a good reputation (Gudmundsson & Rhoades, 2001). The competition dictated by the deregulated market became stronger and therefore airlines had to fight harder for their existence than they had to do before the deregulation. Meeting the needs and demands of the market became more important and in order to meet these needs as best as possible airlines started to cooperate. In the 1980s and early 1990s, these collaborations were mostly bilateral (Lazzarini et al., 2008). In these bilateral alliances, two airlines allied in the area of equity stakes, combination of routes and marketing agreements. In the second half of the 1990s, more formalized alliances were formed between groups of airlines. In these multilateral alliances, the agreements made were more broad and applicable to all members of the alliance (Lazzarini et al., 2008). The multilateral alliance (MLA) can be defined as ‘formalized multi-partner inter-firm relations that involve not only a collection of dyads, but also a central organization and common alliance processes’ (Gudmundsson et al., 2013: 3). Important characteristics of these MLAs are thus the formalization and standardization of agreements made between the airlines involved in the alliance. MLAs with a permanent character are found, which means that the alliance has a long-term vision and the ending of the alliance is not predetermined (Gudmundsson et al., 2015). In these types of alliances, the formal arrangements are of a different type than the formal arrangements in bilateral and looser alliances. Often, a particular project or airline is central in the cooperation and after completion of this project, the alliance is likely to end. MLAs are not made to accomplish short-term projects, but different projects are fitted within the long-term cooperation. When one project ends, another project will be started, without making adaptations in the MLA as such.

ACS Style

Cosmina Lelia Voinea; Hans Van Kranenburg. Merger and acquisition investigations in the European airline industry. Nonmarket Strategic Management 2017, 115 -133.

AMA Style

Cosmina Lelia Voinea, Hans Van Kranenburg. Merger and acquisition investigations in the European airline industry. Nonmarket Strategic Management. 2017; ():115-133.

Chicago/Turabian Style

Cosmina Lelia Voinea; Hans Van Kranenburg. 2017. "Merger and acquisition investigations in the European airline industry." Nonmarket Strategic Management , no. : 115-133.

Book chapter
Published: 14 July 2017 in Nonmarket Strategic Management
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ACS Style

Cosmina Lelia Voinea; Hans Van Kranenburg. Nonmarket actions in the chemical industry. Nonmarket Strategic Management 2017, 134 -141.

AMA Style

Cosmina Lelia Voinea, Hans Van Kranenburg. Nonmarket actions in the chemical industry. Nonmarket Strategic Management. 2017; ():134-141.

Chicago/Turabian Style

Cosmina Lelia Voinea; Hans Van Kranenburg. 2017. "Nonmarket actions in the chemical industry." Nonmarket Strategic Management , no. : 134-141.

Book chapter
Published: 14 July 2017 in Nonmarket Strategic Management
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ACS Style

Cosmina Lelia Voinea; Hans Van Kranenburg. Advancing the nonmarket environment. Nonmarket Strategic Management 2017, 12 -28.

AMA Style

Cosmina Lelia Voinea, Hans Van Kranenburg. Advancing the nonmarket environment. Nonmarket Strategic Management. 2017; ():12-28.

Chicago/Turabian Style

Cosmina Lelia Voinea; Hans Van Kranenburg. 2017. "Advancing the nonmarket environment." Nonmarket Strategic Management , no. : 12-28.

Book chapter
Published: 14 July 2017 in Nonmarket Strategic Management
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Institutional theory is concerned with the social context within which organizations operate and as such is seeking to understand social structures which have attained a high degree of resilience (Scott, 2001). These social structures have often existed for decades, and have only been subjected to small changes over time (Van den Hoed & Vergragt, 2006). As a consequence, institutions often create stability, as well as inertia, in a social system (for example, an industry). Hence, the key ideas of institutional theory entail that organizations are influenced by institutional logics (Greenwood et al., 2011). Institutional logics construct social reality by forming an ‘overarching set of principles’ and cultural beliefs (DiMaggio & Powell, 1983; Greenwood et al., 2011: 318; Dunn & Jones, 2010). Accordingly, logics ‘provide guidelines on how to interpret and function in social situations’ (Greenwood et al., 2011: 318). Systematic analysis of institutions started in the late nineteenth century with the work of economist and social theorist Max Weber. In his work he recognized the rampant bureaucratization and institutionalization that started to dominate Western capitalist societies, a notion he labeled the ‘Iron Cage’. Since then, the use of the term institutions has been widely adopted in the social sciences as well as in various other academic disciplines, including philosophy, economics and politics (Hodgson, 2006). Over the course of the twentieth century, scholars have proposed various definitions for institutions and the debate continues to this day. Although the concept has a long history of usage dating back to Giambattista Vico (1852), even today, ‘there is far from agreement on the precise definition of this term’ (Hodgson, 2007: 97). Veblen (1909: 625), who is considered one of the founders of institutional theory, defined institutions as ‘settled habits of thought common to the generality of men’. Subsequently, other definitions were proposed, defining institutions as ‘myths which organizations incorporate, gaining legitimacy, resources, stability, and enhanced survival prospect’ (Meyer & Rowan, 1977: 340), ‘prescribed patterns of correlated behavior’ (Foster, 1981: 908), ‘rules of the game […] or […] humanly devised constraints’ (North, 1990: 3), ‘social structures that have attained a high degree of resilience’ (Scott, 2001: 48), or ‘30systems of established and embedded social rules that structure social interaction’ (Hodgson, 2007: 96). In an attempt to bring order to the wide variety of definitions, some scholars have suggested making a distinction between ‘old’ and ‘new’ institutionalism in relation to institutional environment and organizations (Powell & DiMaggio, 1991). Old institutionalism emphasizes organizational influence, coalitions and power. Scholars of this approach (Greenwood & Hinings, 1996; Delmas & Toffel, 2008), argue that organizations and people have the capacity to construct their own environment. As a result, organizational change is caused by intra-organizational dynamics, due to struggles with different internal values and interests (Greenwood & Hinings, 1996; Delmas & Toffel, 2008). However, new institutionalism argues that organizational change is determined by the external context and considers routines to be important (DiMaggio & Powell, 1983; Meyer & Rowan, 1977). It emphasizes that firms strive for legitimacy in the organizational field, since institutions are able to sanction illegitimate behaviour. Hence, firms conform to the external context in order to gain legitimacy, that sustains organizational survival (Greenwood & Hinings, 1996). As a result, an isomorphic tendency is noticeable, that implies forcing a member of an organizational field to resemble other organizational members in that same field (DiMaggio & Powell, 1983). The general commonality between ‘old’ and ‘new’ institutional theory is that institutionalization is viewed as a social process, in which individuals or organizations come to accept a shared definition of reality. This notion of reality is then taken-for-granted irrespective of the actor’s own views. However, early institutional scholars like Veblen (1909) and Selznick (1949) emphasized the taken-for-granted character of institutions and the process that instils social systems with value and social meaning, whereas more recent scholars are concerned with the nature and variety of institutional processes (DiMaggio & Powell, 1983; Meyer & Rowan, 1977), or with the influence these processes have on structural characteristics of organizations (Scott, 1987). Although both schools of thought provide their own distinct perspective on institutionalization, the difference between the two is not that substantial. Hence, Prasad & Tisdell (2006: 29) clarify that although ‘the current debate within institutional economic thought is divided between the old and new institutionalists’, they are both concerned with the lack of consideration of institutions in conventional neoclassical economic analysis. It can thus be concluded that ‘despite the methodological debates between the old and the new institutionalists, the role of institutions in explaining economic performance is widely accepted’ (Prasad & Tisdell, 2006: 30).

ACS Style

Cosmina Lelia Voinea; Hans Van Kranenburg. Institutions. Nonmarket Strategic Management 2017, 29 -40.

AMA Style

Cosmina Lelia Voinea, Hans Van Kranenburg. Institutions. Nonmarket Strategic Management. 2017; ():29-40.

Chicago/Turabian Style

Cosmina Lelia Voinea; Hans Van Kranenburg. 2017. "Institutions." Nonmarket Strategic Management , no. : 29-40.

Book
Published: 14 July 2017 in Nonmarket Strategic Management
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ACS Style

Cosmina Lelia Voinea; Hans Van Kranenburg. Nonmarket Strategic Management. Nonmarket Strategic Management 2017, 1 .

AMA Style

Cosmina Lelia Voinea, Hans Van Kranenburg. Nonmarket Strategic Management. Nonmarket Strategic Management. 2017; ():1.

Chicago/Turabian Style

Cosmina Lelia Voinea; Hans Van Kranenburg. 2017. "Nonmarket Strategic Management." Nonmarket Strategic Management , no. : 1.

Book chapter
Published: 14 July 2017 in Nonmarket Strategic Management
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ACS Style

Cosmina Lelia Voinea; Hans Van Kranenburg. Types of nonmarket institutions. Nonmarket Strategic Management 2017, 41 -50.

AMA Style

Cosmina Lelia Voinea, Hans Van Kranenburg. Types of nonmarket institutions. Nonmarket Strategic Management. 2017; ():41-50.

Chicago/Turabian Style

Cosmina Lelia Voinea; Hans Van Kranenburg. 2017. "Types of nonmarket institutions." Nonmarket Strategic Management , no. : 41-50.

Book chapter
Published: 14 July 2017 in Nonmarket Strategic Management
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ACS Style

Cosmina Lelia Voinea; Hans Van Kranenburg. Nonmarket actions in the oil industry. Nonmarket Strategic Management 2017, 142 -149.

AMA Style

Cosmina Lelia Voinea, Hans Van Kranenburg. Nonmarket actions in the oil industry. Nonmarket Strategic Management. 2017; ():142-149.

Chicago/Turabian Style

Cosmina Lelia Voinea; Hans Van Kranenburg. 2017. "Nonmarket actions in the oil industry." Nonmarket Strategic Management , no. : 142-149.

Book chapter
Published: 14 July 2017 in Nonmarket Strategic Management
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ACS Style

Cosmina Lelia Voinea; Hans Van Kranenburg. Nonmarket resources and outcomes. Nonmarket Strategic Management 2017, 81 -92.

AMA Style

Cosmina Lelia Voinea, Hans Van Kranenburg. Nonmarket resources and outcomes. Nonmarket Strategic Management. 2017; ():81-92.

Chicago/Turabian Style

Cosmina Lelia Voinea; Hans Van Kranenburg. 2017. "Nonmarket resources and outcomes." Nonmarket Strategic Management , no. : 81-92.

Book chapter
Published: 14 July 2017 in Nonmarket Strategic Management
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ACS Style

Cosmina Lelia Voinea; Hans Van Kranenburg. Stakeholder approach to the nonmarket concept. Nonmarket Strategic Management 2017, 51 -68.

AMA Style

Cosmina Lelia Voinea, Hans Van Kranenburg. Stakeholder approach to the nonmarket concept. Nonmarket Strategic Management. 2017; ():51-68.

Chicago/Turabian Style

Cosmina Lelia Voinea; Hans Van Kranenburg. 2017. "Stakeholder approach to the nonmarket concept." Nonmarket Strategic Management , no. : 51-68.

Journal article
Published: 01 June 2017 in Scandinavian Journal of Management
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ACS Style

Hans Van Kranenburg; Cosmina Lelia Voinea. Nonmarket strategies predictors for foreign firms. Scandinavian Journal of Management 2017, 33, 82 -92.

AMA Style

Hans Van Kranenburg, Cosmina Lelia Voinea. Nonmarket strategies predictors for foreign firms. Scandinavian Journal of Management. 2017; 33 (2):82-92.

Chicago/Turabian Style

Hans Van Kranenburg; Cosmina Lelia Voinea. 2017. "Nonmarket strategies predictors for foreign firms." Scandinavian Journal of Management 33, no. 2: 82-92.