Firm behavior and the evolution of activism: Strategic decisions and the emergence of protest in US communities

Abstract

AbstractResearch summaryHow do firms' strategic decisions affect the emergence and evolution of activism? We examine this question through a study of protests against nuclear power plants in the United States. We find that the decision to cancel construction of a nuclear unit—a substantial victory for activists—is associated with an upsurge in antinuclear protest activity, as emboldened activists stay mobilized even once the level of threat abates. We also find that when a firm decides to complete a nuclear power plant, thereby marking a defeat for activists, antinuclear protests wind down and we witness an increase in mobilization towards other causes. We discuss the implications of our findings for the study of the interaction between social movements and firms.Managerial summaryThe interaction between firms and activists is markedly strategic, and episodes of confrontation are often rooted in decisions made by firms. In this article, we examine how decisions taken by firms might impact activism in local communities through a comprehensive study of mobilization targeting nuclear power plants in the United States between 1960 and 1995. We find that when a firm cancels a proposed nuclear unit, antinuclear protest activity increases, as emboldened activist press the advantage. When a firm decides to complete a nuclear power plant, however, thereby defeated activists will demobilize and focus their attention on other causes. Companies should thus carefully consider how their decisions might affect activist mobilization, especially in contexts where opposition from local communities is a significant factor.