Search results

This empirical study seeks to understand how mutual fund firms interpret conflicting pressures to conform or differentiate in the context of corporate social responsibility (CSR). Research suggests that organizations engage in practices that conform to industry standards in order to be seen as legitimate members of their industry. Other studies suggest that organizations differentiate themselves in order to compete and outperform their rivals. Pressures for organizational conformity and differentiation are explored in two types of organizations in the mutual fund industry: socially responsible investment (SRI) and non-SRI firms.

The research is based on qualitative in-depth interviews with twenty-six mutual funds.

The analysis revealed that pressures for conformity and differentiation were salient among mutual fund executives but emphasized differently for the two types of mutual funds.

The study concluded by suggesting SRI firms use both strategies of conformity and differentiation to amplify the message that they adhere to the values of CSR.

This chapter outlines the nascent history of the Benefit Movement, discusses the theoretical implications that predict the long-term success of movement goals, and provides recommendations for firms who seek to safeguard practices of corporate social responsibility (CSR). The chapter provides an overview of Benefit forms and describes the indicators of Movement success. For the Benefit Movement to achieve success, it must establish legal options in all 50 states for Benefit incorporation, pave the way for both publicly and privately held organizations to incorporate, and mobilize diverse organizational actors with high levels of commitment to sustain contention for Movement goals. The chapter provides a framework to understand how the Movement can achieve its goal of safeguarding the effective practice of CSR within firms and across the planet.