7: Binding: Collective Atomization and B Corps

Author:
Timothy Kuhn
Publication Date:
26 Jun 2024
Pages:
170–193
DOI:
https://doi.org/10.51952/9781529214307.ch007
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The final case study explores the evolving landscape of corporate purpose and social responsibility, particularly in the context of B Corporations (B Corps). The chapter delves into the various forms of binding associated with B Corps, from the legal structure and certification process to the platform’s role in shaping firms’ authoritative texts and, in turn, their decision-making. It also addresses the tensions and contradictions inherent in B Corp operations, highlighting the complex interplay of values and property rights in shaping firms’ trajectories and decision-making processes.

As in the other empirical chapters, a dis/organizational consequence of the particular constitution of the authoritative text emerges. In this case, ‘collective atomization’ signifies the tension, even contradiction, of situating a firm as a collective in terms of its participation in a ‘socially responsible’ movement while, at the same time, understanding its atomization with respect to individualized sites for decision-making and value propagation. That outcome, however, can foster new potential trajectories for these firms.

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  • Llewellyn, N., & Hindmarsh, J. (2013). The order problem: Inference and interactive service work. Human Relations, 66, 1401–26.