Gift Garikai Dembetembe
Last Name
Dembetembe
First name
Gift Garikai
Email
gift.dembetembe@unisg.ch
8 results
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Item type:Publication, Organizational Responses to Societal Demands and their implications for Environmental PerformanceGlobal Greenhouse Gas (GHG) emissions continue to rise despite mitigation efforts. We investigate how three archetypes of corporate responses to climate change, namely compromising, avoidance, and manipulation, relate to actual emissions reduction. We perform panel data regression analysis using 5,431 firm year observations from S&P500 companies between 2011 to 2021. We also look at the moderating effect of reputational risk. Our findings show that compromising is associated with reduction in emissions over time. We also show that manipulating organizations change their behavior when facing high reputational risk. The rest of the findings are inconsistent. We contribute to the investigation of the organizational action – climate change nexus. Further, we point to policy makers and social movement organizations workable leverage points for GHG emissions reduction.Type:conference paper - Some of the metrics are blocked by yourconsent settings
Item type:Publication, Organizational Responses to Societal Demands and their Implications for Environmental PerformanceInstitutional theory has overlooked the implications of organizational responses to societal demands. We investigate how three conventional corporate responses to the demand for climate change action, including compromise, avoidance, and manipulation, relate to actual emissions reduction. We also examine the moderating effect of reputational risk on these relationships. Our analysis is founded on panel data regression of 5,431 firm-year observations of S&P500 companies between 2011 and 2021. Our results show that compromising is associated with a reduction in emissions over time. We find marginal evidence that avoiders increase emissions and that, under high reputational risk, organizations manipulate more and consequently increase their emissions. Our study contributes to institutional theory by connecting organizational responses to societal expectations with environmental performance. Our findings vindicate the promise of corporate sustainability strategies in reducing carbon emissions.Type:conference paper - Some of the metrics are blocked by yourconsent settings
Item type:Publication, - Some of the metrics are blocked by yourconsent settings
Item type:Publication, Testing the economic strength of a sustainable base of the pyramid(2022-08-07); Duminy, LizeThe mining industry has abundant leverage points as well as the potential to contribute to all the 17 United Nations Sustainable Development Goals (SDGs). To date, significant efforts have been made to mitigate the negative impacts of mining and enhance its positive contributions, especially by large scale mining (LSM) houses. Nonetheless, a lot remains to be done in mining areas where people at the base of the pyramid operate. These areas are exploited by Artisanal and Small-Scale Mining (ASM) actors. The ASM industry is responsible for widespread negative environmental, social, and economic impacts. A lot of research has been done in ASM, but sustainable development remains far from being realized. In this study, we apply the institutional complexity lens to investigate forces impeding sustainability in this sector. Furthermore, we avoid applying any existing method of analysis and rather try synthesis as a methodological path in search for the missing knowledge. The results include identification of leverage points for sustainable development in fields where no large-scale mining houses exist; development of suitable business models; and a methodological contribution of holism to cases of institutional complexity.Type:conference paper - Some of the metrics are blocked by yourconsent settings
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Item type:Publication, Growth enabling policy formulating strategies for the Zimbabwean Artisanal and Small-Scale Gold Mining Sector(The Southern African Institute of Mining and Metallurgy, 2018-09-10); - Some of the metrics are blocked by yourconsent settings
Item type:Publication, Organizational Responses to Conflicting Logics and their Implications for Field-Level Change(2024-04-26)Recent studies acknowledge that institutional change can start from within the organization in a bottom-up way until the entire organizational field is transformed. This theory building study adds to this new understanding of institutional change by examining the effects of organizational responses to conflicting logics in terms of creating field-level change. Organizations respond to conflicting logics through compromise, avoidance, defiance, and manipulation, among other strategies. Here, I theorize how these foundational organizational responses can lead to institutional change. I develop systematic predictions in the form of propositions that capture the effect of organizational responses to conflicting logics on fieldlevel change. I suggest that organizational responses create change by increasing or decreasing field fragmentation, the degree of formal structuring and centralization. By connecting organizational responses back to the field, I advance recent scholarly work on institutional change as a product of organizational actions.Type:working paper - Some of the metrics are blocked by yourconsent settings
Item type:Publication, Organizational Responses to Institutional Complexity in the Artisanal and Small-Scale Mining Field(2024-04-26)The study of organizational responses to institutional complexity has received considerable attention over the past two decades. However, studies focus on organizational responses to complexity only in instances where two logics conflict with each other. Restricting attention to two logics, institutional organization scholarship has overlooked the issue of how higher numbers of logics might complicate the adoption of suitable organizational structures. Further, institutional theory has overlooked how responding to higher numbers of conflicting logics might influence attainment or derailment of societal expectations such as sustainable development. In this study, I address this paucity by examining responses to institutional complexity when more than two institutional logics compete. Results of a qualitative analysis of interviews, focus group discussions, field notes, and archival documents reveal four conflicting logics and six response strategies available among actors in the Zimbabwean Artisanal and Small-Scale Mining field. Three organizational responses namely capitulation, elusion and override are a novel contribution to theory on organizational responses to institutional complexity. The study also discusses sustainability implications of these organizational responses and calls for more research on sustainable development under institutional complexity.Type:working paper