Do large corporations respond to social movement protest with an individual, firm-centric rationale or do they develop their strategies relationally with other firms? If they do so relationally, do corporate networks help unify the responses these firms take?
Social movement research has developed a prolific body of scholarship on anti-corporate activism, demonstrating the ways in which activists attain leverage over corporate targets and achieve concessions (e.g., Clawson 2003; Soule 2009). However, most research (and quantitative studies in particular) has emphasized the specific dynamic between social movements and individual firms, neglecting the possibility that how firms respond to protest is also constructed socially through their relationships with other firms. Continue reading