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dc.contributor.authorLewis, Benen_US
dc.date.accessioned2014-02-25T18:40:04Z
dc.date.available2019-01-28T07:00:44Z
dc.date.issued2014-01-27en_US
dc.identifier.otherbibid: 8442218
dc.identifier.urihttps://hdl.handle.net/1813/36054
dc.description.abstractWhile many rating systems incentivize firms to improve their performance, I investigate how positive recognition from external stakeholders can lead to reductions in performance, rather than improvements. Drawing upon behavioral and performance feedback theory, I argue that positive ratings can lead firms to decrease their subsequent performance by reducing uncertainty regarding standards of acceptable or appropriate conduct. Assuming that firms will seek to avoid uncertainty, I propose that such ratings can lead high-performing firms to redefine their aspirations and thus reduce their subsequent performance. I test this main hypothesis, as well as several moderating effects, by examining how firms responded to a rating that evaluated their prior philanthropic efforts. My findings suggest that firms recognized for their generosity were, under certain conditions, more likely to subsequently reduce their philanthropic contributions. From a practical perspective, these results highlight the unintended consequences of social ratings and provide further insight for policy makers and stakeholders interested in motivating improvements in corporate social performance.en_US
dc.language.isoen_USen_US
dc.subjectpositive ratingsen_US
dc.subjectbehavioral theoryen_US
dc.subjectcorporate philanthropyen_US
dc.titleA Behavioral View On Firm Response To Ratings: How Positive Recognition Leads To Reductions In Charitable Contributionsen_US
dc.typedissertation or thesisen_US
thesis.degree.disciplineManagement
thesis.degree.grantorCornell Universityen_US
thesis.degree.levelDoctor of Philosophy
thesis.degree.namePh. D., Management
dc.contributor.chairDowell, Glen W.S.en_US
dc.contributor.committeeMemberSine, Wesleyen_US
dc.contributor.committeeMemberTolbert, Pamela Sen_US


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