Private politics scholarship portrays companies’ organizational vulnerabilities as opportunities for social activists because they signal openness to change. But meaningful organizational change requires not only openness to change, but capacity to mobilize resources to implement it. We develop a resource reconfiguration perspective that posits companies’ capacity to reconfigure organizational resources is an important determinant of their responses to private political activism. Furthermore, we highlight the possible trade-offs when organizations respond to activist demands by reallocating resources from other social performance priorities. We test our theory in the context of global supply chain factories by investigating which are more likely to improve wage practices in response to local labor activism demanding better compensation, and whether they do so by trading off commitments to other practices. Analyzing 3,495 social audit reports of 2,352 suppliers in 114 cities in China from 2012 to 2015, we find support for our resource reconfiguration perspective. Worker activism demanding better compensation led local supplier factories to improve compliance with wage and benefits standards, but came with slower improvement in compliance with health and safety standards. Organizational structures that facilitate resource reconfiguration—piece-rate payment and unions—amplify both effects.
Vivian Yuan seeks to bolster the Tsinghua University Education Foundation's fundraising efforts and investment goals in a new era of Chinese higher education. Competing with elite members of China's C9 League of top universities, she must develop a set of incentives and deliverables for alumni and non-affiliated donors which can bridge the gaps in their own investment and philanthropic prospects. To do so, she must specify what makes the university unique as a donation opportunity, and highlight the things TUEF can accomplish that no one else can.
India headquartered Mahindra Group is a multibillion-dollar federation of companies operating across the globe. It is ahead of its time in articulating its purpose and mapping its values, something it had first done at inception and then refreshed yet again as ‘Rise’ in 2011. Over the past decade, it has cascaded the essence of ‘Rise’ as a purpose through the organization. The idea was to “challenge conventional thinking and innovatively use all their resources to drive positive change in the lives of stakeholders and communities across the world to enable them to Rise.” As its senior leadership team contemplate Mahindra’s future, they wonder how they should balance the ‘Rise’ philosophy with a focus on financial returns that is critical for the group, especially in the aftermath of the health and economic crisis triggered by the coronavirus pandemic and a leadership transition at the group.
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