The Politics of Reactivity: Ambivalence in corporate responses to corporate social responsibility ratings
通过对60家公司经理的访谈，研究企业如何应对CSR评级，归纳出四种回应方式（抱怨、质疑、挑拣和微观统计行动）及两种矛盾参与模式，揭示矛盾心理在管理制度压力中的重要性。
Organizational ratings exude anxiety and allure, but relatively little is known about how managers balance resisting and mobilizing ratings. We explore this duality with a qualitative study on managerial responses to corporate social responsibility (CSR) ratings. Based on interviews focused on CSR ratings with managers of 60 companies, we induce four responses to ratings: grumbling, contestation, cherry-picking and microstatactivism. We further show how managers combine resistance and mobilization in two ambivalent engagement modes. Our analysis contributes to the literature by developing a more nuanced theory of corporate responses to organizational ratings, which demonstrates the importance of ambivalence in managing institutional pressure.