This article focuses on the question of whether Social Issues in Management (SIM) is a “field” and, if so, what kind, emphasizing specifically the recent literature on corporate social responsibility and performance (CSR/csp). Fields are defined in part by coherent bodies of knowledge that serve as guideposts for current research, and so the authors construct a simple model of CSR/csp scholarship, illustrating the relevant categories with representative publications. The authors conclude that SIM is a “low-paradigm” field (...) but is not recognized or accepted as a field by many scholars who write about CSR/csp from “outside” the field. This analysis points to the need for SIM scholars to continue to integrate useful ideas from other fields, and also to critique the work of scholars who address “failings” or “gaps” in SIM research without appropriately dealing with the existing SIM literature. The article concludes with some ideas for sustaining the institutional legitimacy of SIM and for challenging those who would “reinvent” a field with a long and fruitful history, including paying careful attention to journal review processes and the content of publications in prominent journals. (shrink)

This essay articulates two aspects of a changing Social Issues in Management (SIM) Division of the Academy of Management (AOM). First, the essay highlights the ways in which SIM’s central focus has shifted and changed over the years. Then, it briefly looks at the forces that are currently shaping SIM within AOM, particularly in spreading what used to be the central core of SIM throughout AOM, and discusses some of the implications of this shift. This devolution (...) of content suggests the need for further change that paradoxically does two things seemingly at odds with each other: brings SIM back to its normative roots and begins to articulate the type of distinctive orientation to business operating within society that might continue to differentiate SIM from other divisions within AOM in the future. (shrink)

This article reports the findings, analysis, and commentary on survey results of academicians in the Social Issues in Management (SIM) field. The three major themes guiding the study were (a) current and future research in the SIM field, (b) strengths and weaknesses of research in the SIM field, and (c) research versus management practice in the SIM field. A number of specific questions were posed: What are the current topics on which you are conducting research? What (...) topics do you see as most important for the SIM field for the balance of the 1990s? What recent articles will most impact SIM research in the 1990s? What are the strengths and weaknesses of current SIM research? What topics will be most relevant to practicing managers? What recommendations do you propose for bridging the gap between SIM research and management practice? The experts' responses were categorized and discussed so that current and future scholars might have a basepoint for evaluating future research. The analysis and commentary concludes with a SIM research framework for the 1990s. (shrink)

This essay comments on the past and the future of the Social Issues in Management (SIM) Division of the Academy of Management (AOM). The essay addresses the two major questions posed to the commentators on this special issue: First, does the past of the SIM Division provide any clues as to its future? Second, where is the SIM Division going or where should it be going? The author has been a member of SIM since 1971 and (...) served as program chair in 1975 and division chair in 1976 to 1977. SIM is certainly a field at the community and administrative levels, and you could argue that SIM is a discipline, though we are interdisciplinary. It is not as certain that we are unique or distinctive at the intellectual level because we are not always that different in kind or quality from what is being done elsewhere in AOM, and there are more and more scholars in other divisions now working on topics that we once worked on exclusively. However, it is equally unlikely that many of the other AOM divisions could meet a test of intellectual uniqueness. The essay emphasizes some ideas that might help improve the intellectual rigor of the SIM meetings, and the value of alliances with Society for Business Ethics (SBE) and International Association for Business and Society (IABS). A division name change, even if desirable, is not a compelling issue. (shrink)

In 2013, the Social Issues in Management Division of the Academy of Management awarded the best dissertation in the field of SIM research at the AOM’s annual conference in Orlando, Florida. This essay, written by the best dissertation committee chair, describes the procedures behind the dissertation award and the criteria used to identify the winner. Furthermore, it reflects on the finalists’ unique contributions and the takeaways for future best dissertation awards.

Abstract:From their inception, the Social Issues in Management (SIM) field and the SIM Division within the Academy of Management have provided the essential venues to examine the complex, dynamic, two-way relationship between economic institutions of our society and the social systems in which they operate. They have blended the normative with the scientific, the speculative with the empirical, and the philosophical with the pragmatic. The field and the Division have served, perhaps most importantly, as the (...) conscience of management education and the Academy. Their enduring quest andraison d’êtreis to foster corporate capitalism that is accountable, ethical, and humane. (shrink)

This essay comments on some accomplishments and future challenges concerning research and teaching in social issues. The author chaired the All-Academy of Management Task Force on Ethics. The SIM Division’s role is to examine critically the suitability of the actions and policies of business managers, organizations (mostly business firms), and the free market system itself. The scope of inquiry covers ethics, governance of organizations, and stakeholders. The emphasis in that inquiry is on the benefits and harms to (...) people from businesses and the market system. Three major issues deserve our examination: 1) the growing influence of the global corporation, 2) global climate change and the negative environmental impact of our lifestyles, and 3) the moral maturity or lack thereof of contemporary decision makers and citizens. Corporations have immense influence, reflected in the growing role of lobbying. Environmental degradation is one of the most serious problems that face people of our ever smaller planet, so it challenges us to examine our lifestyles and the carbon footprint of our actions. We are now able to research and teach the development of good moral habits (virtues) and character. (shrink)

This article explores the issue of rebuilding an organization’s reputation following an ethical scandal. We divide our discussion into four parts. First, we discuss the concept of reputation. We note its relevance to today’s organizations, offer several contemporary definitions along with highlighting its benefits and downsides. In the second section, we offer the work of anthropologist, Victor Turner, on social drama along with other views on organizational efforts to rebuild their reputation to include reputation management routines. In the (...) third section, Turner’s redressive actions are integrated with Edgar Schein’s leadership mechanisms for building or changing culture to provide further understanding of organizational efforts to rebuild reputation following ethical scandals. Finally, in the fourth section of the article, we extend the integration of the Turner and Schein work with single- and double-loop redressive actions for rebuilding reputation. (shrink)

This essay addresses directions for the Social Issues in Management (SIM) Division from the perspective of “Back to the Future.” The author was chair of the SIM Division in 1983 to 1984 and the 1989 recipient of the SIM Division’s Sumner Marcus Distinguished Service Award. The essay reviews the general history of SIM during the 1960s and 1970s in which the University of California, Berkeley, played a key role in organizing conferences. The author explains his approach as (...) an applied empiricist to research concerning SIM. The essentials are power, legitimacy, responsibility, rationality, and values, and understanding how they impact the ongoing day-to-day interactions within, between, and among business organizations, their leadership, and other sectors of society. SIM is a field of diverse inquiry which has been the recipient of perspectives and persons drawn not only from multiple disciplines, particularly from the social sciences, law, and management, but also from the humanities and sciences. SIM is patently multi- and inter-disciplinary. (shrink)

The concept of scientific field lacks a definition in a form allowing the distinction of whether a particular academic area of study is or is not a true scientific field. Starting with the classic definition by Whitley of a field as a “reputational work organization,” this essay extracts eleven explicit and implied features of a field from Whitley’s definition and discussion, extending his analysis. The article reviews Hambrick and Chen’s model of field formation as an “admittance-seeking social movement.” Hambrick (...) and Chen argue that strategic management followed that model with success, offering the SIM Division of the Academy of Management as an unsuccessful example. The article notes errors in their assessment of SIM, argues that Hambrick and Chen are really offering a model of what I term condensation and promulgation of a field and that their model cannot be used to determine whether a field exists. The article applies the extended Whitley model of a field to examine three candidate fields within SIM: corporate social responsibility (CSR)/corporate social performance (CSP), stakeholder theory, and corporate political activity (CPA). I conclude that none is technically a field, and considering as well the comments of three senior scholars who contributed to the symposium, the article discusses the potential trajectory of fields in SIM. (shrink)

The study of Social Issues in Management (SIM) has exhausted its primary analytic framework based on corporate social performance (social science), business ethics (philosophy), and stakeholder theory (organizational science), and needs to move to a new paradigmatic level based on the natural sciences. Doing so would expand research horizons to include cosmological perspectives (astrophysics), evolutionary theory (biology, genetics, ecology), and non-sectarian spirituality concepts (theological naturalism, cognitive neuroscience). Absent this shift, SIM studies risk increasing irrelevance for (...) scholars and business practitioners. (shrink)

In Sandra Waddock’s article “Taking Stock of SIM” in this journal, she identifies key issues in the work of the Social Issues in Management (SIM) Division of the Academy of Management. This article challenges her analysis of SIM scholarship and her arguments of what is necessary for the division to progress. Scholarship in SIM should emphasize two key streams: First, scholars in SIM should seek to develop a science of social forensics, design, and (...) class='Hi'>social repair—in essence, develop a method of problem diagnosis, an approach to practical solution design, and a systematic understanding of the selection and implementation of social repair—in other words, seek to understand how to systematically troubleshoot and engineer solutions to fundamental issues in the business and society interface. The second stream, which informs the first, involves the development of original, core, transferable systematics that can “travel”—be the source of understanding-generating analysis—in other disciplines, including the topical regions of the Academy of Management. The article argues that laying claim to and developing true normative theory applicable across disciplines should be a distinctive identifier of work in SIM. The article concludes with an illustration of how systematics can be applied to address the literature’s failure to even seek to understand the logic underlying the standard ethical theories. These theories are properly seen as complements rather than substitutes. We need to ask and answer the “fundamental question of business ethics”: What should I do?.We suggest an approach labeled “integrative ethics,” employing ethical frames/injunctive formats, framed contexts for action, and the distribution of desires. (shrink)

Does stakeholder theory constitute an established academic field? Our answer is both “yes” and “no.” In the more than quarter-century since Freeman’s seminal contribution in 1984, this domain has acquired some of the administrative, social, and disciplinary trappings of an established field. Stakeholder research has coalesced around a unique intellectual position: that corporations must be understood within the context of their stakeholder relationships and that this understanding must grow out of the interplay between normative and social scientific insights. (...) Yet, much of this domain remains an unexplored territory. In this article, the authors assess the progress to date toward field status and outline future directions for stakeholder research. (shrink)

From their inception, the social issues in management (SIM) field and the SIM Division within the Academy of Management have provided venues to examine the complex, dynamic, two-way relation between economic institutions of our society and the social systems in which they operate. They have blended the normative with the scientific, the speculative with the empirical, and the philosophical with the pragmatic. The field and the Division have served, perhaps most importantly, as the conscience of (...) management education and the Academy. Their enduring quest and raison d’étre is to foster corporate capitalism that is accountable, ethical, and humane. (shrink)

This issue of Business & Society contains the transcripts of 12 oral history interviews with founders of and early contributors to the business and society/social issues in management field. The publication of these interviews is the culmination of a very long-term project, with the first interview having been conducted in 1993 with Lee Preston and the most recent interview having been conducted in 2011 with Jim Post. This project has been very much of a team effort with (...) Sandra Waddock, John Steiner, Mary Mallott, Ariane Berthoin Antal, and, of course, our interviewees all playing important roles. (shrink)

Using content analysis, the authors categorize all Social Issues in Management (SIM) Division papers and abstracts (636) from 1972 through 1996 by subject matter and methodology. Showing the development of the field over time, the authors integrate their findings into previous SIM frameworks. Adaptation to the changing business environment is apparent in the subject matter. Although terminology and context (such as employee rights concerning electronic mail) may have changed, the topics are similar. Nevertheless, evolution in the SIM (...) field is apparent. Methodology has become much more sophisticated as researchers use existing and newly created databases and more rigorous techniques-such as event studies and meta-analysis. (shrink)

Carroll (1991) encouraged researchers in Social Issues Management (SIM) to continue to measure Corporate Social Performance (CSP) from a variety of different perspectives utilizing a variety of different measures. In addition, Wolfe and Aupperle (1991) (and others) have asserted that there is no, single best way to measure CSP and that multiple measures and perspectives help develop the field. However, Pfeffer (1993) suggest that a lack of consistent measurement has constrained organization studies (and by implication, the (...) field of social issues management,) in its development as a field. It may be in the best interest of social issues management researchers to try to development a common body of measures and data. Recently, Kinder, Lydenberg and Domini & Co. (KLD — a social choice investment advisory firm) has made available their social performance database. The KLD data have potential to become a widely accepted set of CSP measures. The purpose of this paper is to present a construct validity study comparing the KLD data to other measures of CSP. (shrink)

About forty years ago, when print media were still in their ascendancy, Marshall McLuhan argued that all media are extensions of the senses and that the rational view of the world associated with print is being replaced by a world-view associated with electronic media that stresses feelings and emotions. In 2003 researchers from the School of Information Management Sciences at Berkeley estimated that five exabytes of information had been generated in the previous year, equivalent to 37,000 times the holdings (...) of the Library of Congress and that 92.00% of this was on magnetic media, mostly hard disks, while only 0.01% was in print. This SIMS estimate could be wrong by several orders of magnitude and it would still be clear that the era of the printed word is waning rapidly. We are well-advised to pay attention to McLuhan’s suggestionthat electronic media change how we think and how we feel.Sense of place and virtual reality are both inextricably caught up in this cultural-technological upheaval. I have written about the concept of ‘place’ from a phenomenological perspective for many years and have achieved a reasonable understanding of its subtleties, but I have a limited knowledge of digital virtual reality and its technical attributes. Nevertheless, it seems to me that a mutual interaction is at work between what might be called ‘real’ place and virtual places, that digital virtual reality shares characteristics with other electronic media and that our experiences of real places are being changed those same media. This essay explores these issues particularlyfrom the perspective of the distinction between spirit of place and sense of place. (shrink)