1. Projecting Different Identities: A Longitudinal Study of the 'Whipsaw' Effects of Changing Leadership Discourse About the Triple Bottom Line
- Author
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Philip H. Mirvis, Julie Bayle-Cordier, Bertrand Moingeon, School of Management (LEM) (IESEG), Lille économie management - UMR 9221 (LEM), Université d'Artois (UA)-Université catholique de Lille (UCL)-Université de Lille-Centre National de la Recherche Scientifique (CNRS), Groupement de Recherche et d'Etudes en Gestion à HEC (GREGH), Ecole des Hautes Etudes Commerciales (HEC Paris)-Centre National de la Recherche Scientifique (CNRS), Research Center on Economics, École des hautes études commerciales du Nord (EDHEC)-École des hautes études commerciales du Nord (EDHEC), and HEC Paris Research Paper Series
- Subjects
Longitudinal study ,Triple bottom line ,media_common.quotation_subject ,Identity (social science) ,Context (language use) ,Political science ,Perception ,Mergers and acquisitions ,0502 economics and business ,Sociology ,Product (category theory) ,Applied Psychology ,media_common ,Organizational identity ,corporate social responsibility ,business.industry ,05 social sciences ,Gender studies ,Public relations ,triple bottom line ,Leadership ,Ice cream ,Normative ,Corporate social responsibility ,managerial discourse ,projected identity ,[SHS.GESTION]Humanities and Social Sciences/Business administration ,050211 marketing ,business ,mergers & acquisitions ,050203 business & management - Abstract
This article focuses on changes in leadership’s discourse about the “triple bottom line” in Ben & Jerry’s ice cream from its founding days through to its acquisition by and integration into Unilever. For this study, we analyzed CEO claims about “who we are” from their letters in annual reports (what we label projected identity). A sample of employees (both long-service and relative newcomers) were interviewed about their perceptions of Ben & Jerry’s over the 30 years covered. Findings reveal that successive CEOs stressed different “logics” about the business and what would make it successful over the years with the founders emphasizing a strong linkage between the economic, product, and social components of the company’s triple bottom line and their next three successors decoupling these components and pushing, each in different ways, for stronger financial returns. As a result, organization members were “whipsawed” between their CEOs’ different logics and identity claims. The CEO letters exhibit a progression over time from a more normative to utilitarian tone familiar in the organizational identity literature. The messaging shifts, however, when a fifth CEO takes charge and reintegrates the firm’s triple bottom line. Thus, the firm’s projected identity evolved in a U pattern starting with an integrated triple bottom line logic, shifting to a more linear logic where the economic mission dominates, and then reintegration where multiple bottom lines are embraced once again. Here, we explore both the strategic (external) and personal (internal) challenges informing the different CEOs’ messages over years, the whipsaw effect on staff, and the longer term evolution of projected identity in the company and reemergence of its integrated triple bottom line. This study contributes to the corporate social responsibility and organization identity literatures by documenting how CEOs (and their company) must struggle with maintaining an integrated triple bottom line in the context of commercial challenges and major changes involved in mergers and acquisitions. It also speaks to the practical matters of keeping normative traditions alive amid competing pressures for change.
- Published
- 2015