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dc.contributor.authorReinecke, Jen
dc.contributor.authorAnsari, Shahzaden
dc.date.accessioned2015-06-03T14:44:48Z
dc.date.available2015-06-03T14:44:48Z
dc.date.issued2016-05en
dc.identifier.citationJournal of Management Studies. doi: 10.1111/joms.12137en
dc.identifier.issn1467-6486
dc.identifier.urihttps://www.repository.cam.ac.uk/handle/1810/248232
dc.description.abstractWhile scholars have explained how business has increasingly taken on regulatory roles to address social and environmental challenges, less attention has been given to the process of how business is made responsible for wicked problems. Drawing on a study of ‘conflict minerals’ in the Democratic Republic of Congo, we examine the process through which companies became responsible for a humanitarian crisis. We contribute by: (1) bridging insights from contentious performance and deliberative approaches – to present a model of corporate political responsibilization for a wicked problem that explains how a ‘field frame’ of responsibility can emerge; (2) explaining shifting boundaries between public and private responsibilities and the changing role of the state as catalytic rather than coercive; and (3) showing how responsibility can be attributed to a target by framing an issue and its root cause in ways that allow such an attribution, and how the attribution can diffuse and solidify.
dc.language.isoenen
dc.titleTaming wicked problems: the role of framing in the construction of corporate social responsibilityen
dc.typeArticle
prism.endingPage329
prism.issueIdentifier3en
prism.publicationDate2016en
prism.publicationNameJournal of Management Studiesen
prism.startingPage299
prism.volume53en
rioxxterms.versionofrecord10.1111/joms.12137en
rioxxterms.licenseref.urihttp://www.rioxx.net/licenses/all-rights-reserveden
rioxxterms.licenseref.startdate2016-05en
dc.contributor.orcidAnsari, Shahzad [0000-0002-3620-078X]
rioxxterms.typeJournal Article/Reviewen
cam.issuedOnline2015-05-26en
rioxxterms.freetoread.startdate2017-05-26


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