TY - JOUR
T1 - The corrective actions organizations pursue following misconduct
T2 - A review and research Agenda
AU - Hersel, Matt C.
AU - Helmuth, Catherine A.
AU - Zorn, Michelle L.
AU - Shropshire, Christine
AU - Ridge, Jason W.
N1 - Funding Information:
The effect occurs in highly doped semiconductors subject to the condition that the types of impurities (donor and acceptor) found in the bulk and on the surface of the crystal are different. Moreover, the strength of the effect increases with decrease in the semiconductor temperature and degree of its doping. The work was supported by the Russian Foundation for Basic Research (grant No. 01-02-17225).
Publisher Copyright:
© Academy of Management Annals.
PY - 2019/7
Y1 - 2019/7
N2 - Organizational misconduct has substantial effects on the well-being of a firm and its stakeholders. As this body of work has grown, organizational scholars have devoted considerable research attention toward understanding how firms can minimize the negative effects of misconduct through various corrective actions. Consequently, discrete research streams have formed around specific types of organizational misconduct and corrective actions, which has left the literature without a unifying theoretical model. We provide a conceptual synthesis and typology that aggregates disconnected concepts into the higher order constructs of organizational misconduct (executive dismissal, product recalls, organizational accounts, and policy changes) and corrective actions (fraud, product safety issues, employee mistreatment, and environmental vio-lations). Using the theoretical tenets of stakeholder salience and managerial cognition, we offer insight and future research directions about managers’ decision-making processes following misconduct and why firms respond using accommodative versus defensive strategies.
AB - Organizational misconduct has substantial effects on the well-being of a firm and its stakeholders. As this body of work has grown, organizational scholars have devoted considerable research attention toward understanding how firms can minimize the negative effects of misconduct through various corrective actions. Consequently, discrete research streams have formed around specific types of organizational misconduct and corrective actions, which has left the literature without a unifying theoretical model. We provide a conceptual synthesis and typology that aggregates disconnected concepts into the higher order constructs of organizational misconduct (executive dismissal, product recalls, organizational accounts, and policy changes) and corrective actions (fraud, product safety issues, employee mistreatment, and environmental vio-lations). Using the theoretical tenets of stakeholder salience and managerial cognition, we offer insight and future research directions about managers’ decision-making processes following misconduct and why firms respond using accommodative versus defensive strategies.
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U2 - 10.5465/annals.2017.0090
DO - 10.5465/annals.2017.0090
M3 - Article
AN - SCOPUS:85070011230
SN - 1941-6520
VL - 13
SP - 547
EP - 585
JO - Academy of Management Annals
JF - Academy of Management Annals
IS - 2
ER -