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dc.contributor.authorValor Martínez, Carmenes-ES
dc.contributor.authorAracil Fernández, Elisa Maríaes-ES
dc.contributor.authorBellón Núñez-Mera, Carloses-ES
dc.contributor.authorFernández Méndez, Lauraes-ES
dc.date.accessioned2025-11-24T05:08:25Z
dc.date.available2025-11-24T05:08:25Z
dc.date.issued2026-02-01es_ES
dc.identifier.issn0148-2963es_ES
dc.identifier.urihttps://doi.org/10.1016/j.jbusres.2025.115857es_ES
dc.descriptionArtículos en revistases_ES
dc.description.abstractSide-taking, a much-studied form of corporate sociopolitical activism, can help organizations align with their stakeholders but also fuel polarization, a pressing risk that can destabilize their operating environments. How can organizations thus respond to their stakeholders’ pressures to take a position on sociopolitical issues while simultaneously addressing this risk? We conceptualize an alternative strategy, discursive mediation, which differs from side-taking and peace brand activism in terms of how, when, and why it is carried out. We find evidence of this strategy by conducting a historical case study of the conflict over Catalan independence. We show that employer organizations strategically positioned themselves as mediators with explicit calls for negotiation and with discourse that changed the hostile representation of factions and that proposed solutions that could de-escalate the mounting tensions. These strategies set the stage for a rapprochement of the factions while protecting organizational interests.es-ES
dc.description.abstractSide-taking, a much-studied form of corporate sociopolitical activism, can help organizations align with their stakeholders but also fuel polarization, a pressing risk that can destabilize their operating environments. How can organizations thus respond to their stakeholders’ pressures to take a position on sociopolitical issues while simultaneously addressing this risk? We conceptualize an alternative strategy, discursive mediation, which differs from side-taking and peace brand activism in terms of how, when, and why it is carried out. We find evidence of this strategy by conducting a historical case study of the conflict over Catalan independence. We show that employer organizations strategically positioned themselves as mediators with explicit calls for negotiation and with discourse that changed the hostile representation of factions and that proposed solutions that could de-escalate the mounting tensions. These strategies set the stage for a rapprochement of the factions while protecting organizational interests.en-GB
dc.language.isoen-GBes_ES
dc.sourceRevista: Journal of Business Research, Periodo: 1, Volumen: online, Número: , Página inicial: 115857-1, Página final: 115857-12es_ES
dc.subject.otherInstituto de Investigación Tecnológica (IIT) - Empresa, economía y sostenibilidad (E-SOST)es_ES
dc.titleCorporate activism in conflict escalation: The strategy of discursive mediationes_ES
dc.typeinfo:eu-repo/semantics/articlees_ES
dc.description.versioninfo:eu-repo/semantics/publishedVersiones_ES
dc.rights.holderes_ES
dc.rights.accessRightsinfo:eu-repo/semantics/openAccesses_ES
dc.keywordsSociopolitical positioning; Sociopolitical conflicts; Critical discourse analysis; Polarization; Diplomacy; Peacemakinges-ES
dc.keywordsSociopolitical positioning; Sociopolitical conflicts; Critical discourse analysis; Polarization; Diplomacy; Peacemakingen-GB


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