000136369 001__ 136369
000136369 005__ 20250923084419.0
000136369 0247_ $$2doi$$a10.1002/csr.2901
000136369 0248_ $$2sideral$$a139251
000136369 037__ $$aART-2024-139251
000136369 041__ $$aeng
000136369 100__ $$0(orcid)0000-0001-6954-3837$$aValero-Gil, Jesus$$uUniversidad de Zaragoza
000136369 245__ $$aDeterminants and benefits of over-certification: A signaling theory perspective
000136369 260__ $$c2024
000136369 5060_ $$aAccess copy available to the general public$$fUnrestricted
000136369 5203_ $$aDifferent types of organizations use certifications to reduce information asymmetry in an extensive range of business activities. In some cases, the widespread use of certifications can lead to multiple competing and overlapping standards. Some organizations also obtain similar certifications in a process defined as over‐certification, which is understudied in the literature. The primary objective of this study is to identify the determinants of the over‐certification process, specifically regarding the influence of stakeholders that motivate organizations to engage in over‐certification. Grounded in both signaling and stakeholder theories, this study confirms the isomorphic effect of stakeholders' pressures that creates different motivations for using different (but similar) certifications. An empirical analysis of a sample of 418 European organizations highlights that the decoupling in the interest in certifications is the main antecedent of over‐certification in relation to corporate social responsibility‐related certifications. Our results also show that the occurrence of over‐certification in organizations is mainly due to its ability to impact corporate reputation, confirming the signaling value of different (but similar) certifications.
000136369 536__ $$9info:eu-repo/grantAgreement/EUR/MICINN/TED2021-130238B-I00$$9info:eu-repo/grantAgreement/ES/MICINN/PID2020-113338RB-I00$$9info:eu-repo/grantAgreement/ES/DGA/S42-23R-CREVALOR$$9info:eu-repo/grantAgreement/ES/DGA/S33-23R
000136369 540__ $$9info:eu-repo/semantics/openAccess$$aby-nc-nd$$uhttp://creativecommons.org/licenses/by-nc-nd/3.0/es/
000136369 590__ $$a9.1$$b2024
000136369 592__ $$a2.294$$b2024
000136369 591__ $$aBUSINESS$$b15 / 316 = 0.047$$c2024$$dQ1$$eT1
000136369 593__ $$aDevelopment$$c2024$$dQ1
000136369 591__ $$aMANAGEMENT$$b18 / 420 = 0.043$$c2024$$dQ1$$eT1
000136369 593__ $$aStrategy and Management$$c2024$$dQ1
000136369 591__ $$aENVIRONMENTAL STUDIES$$b12 / 191 = 0.063$$c2024$$dQ1$$eT1
000136369 593__ $$aManagement, Monitoring, Policy and Law$$c2024$$dQ1
000136369 655_4 $$ainfo:eu-repo/semantics/article$$vinfo:eu-repo/semantics/publishedVersion
000136369 700__ $$aDaddi, Tiberio
000136369 700__ $$aScarpellini, Sabina
000136369 700__ $$aMarrucci, Luca
000136369 7102_ $$14012$$2650$$aUniversidad de Zaragoza$$bDpto. Direcc.Organiza.Empresas$$cÁrea Organización de Empresas
000136369 773__ $$g31, 6 (2024), 5984-5999$$pCorp. soc.-resp. environ. manag.$$tCorporate Social Responsibility and Environmental Management$$x1535-3958
000136369 8564_ $$s1560538$$uhttps://zaguan.unizar.es/record/136369/files/texto_completo.pdf$$yVersión publicada
000136369 8564_ $$s2315573$$uhttps://zaguan.unizar.es/record/136369/files/texto_completo.jpg?subformat=icon$$xicon$$yVersión publicada
000136369 909CO $$ooai:zaguan.unizar.es:136369$$particulos$$pdriver
000136369 951__ $$a2025-09-22-14:35:01
000136369 980__ $$aARTICLE