This article draws on the results of an inductive qualitative study on the microdynamics of framing corporate community involvement. Insight is provided into these dynamics by using the metaphor of a social movement and drawing on that literature’s framing perspective. Based on accounts of diverse organizational members, we identify several double edges in framing CCI as a strategic issue, and we develop a model that helps to understand why and how strategizing CCI may be controversial.

Punishment and forgiveness are two very different responses to a moral transgression that both have been argued to restore perceptions of moral order within an organization. Unfortunately, it is currently unclear what motivates organizational actors to punish or forgive a norm transgressor. We build on social cognitive theory to argue that punishment and forgiveness of a transgressor are both rooted in self-regulatory processes. Specifically, we argue that organizational actors are more likely to respond to intentional transgressions with punishment, and to (...) unintentional transgressions with forgiveness. However, these effects of transgressor intentionality should be found in particular among actors for whom moral identity is central. We find support for these predictions in a laboratory experiment and a field study among organizational leaders. By simultaneously studying punishment and forgiveness in organizational settings, we provide crucial insight in their shared motivational bases, as well as into important differences between the two. (shrink)