Social movements challenge incumbents and drive institutional change by introducing market alternatives—new products and organizational forms that embody an alternative institutional logic. Research has shown that in response to market alternatives, incumbents resist through heterogeneous behaviors: incumbents maintain their commitment to the dominant logic, effectively marginalizing challengers, while also ostensibly endorsing the alternative logic and often successfully coopting challengers. Although incumbents’ strategic responses to pioneering market alternatives are well documented, we do not know how their heterogeneous behaviors affect new waves of challenger mobilization and how these mobilizations may differently address the hazards of cooptation and marginalization. We investigate the rise of the B Corp (Certified B Corporation) movement against the backdrop of both ongoing shareholder supremacy and rising corporate social responsibility (CSR) among incumbent corporations. Our multi-method, multi-stage investigation reveals that heterogeneous incumbent behaviors encourage new waves of challenger mobilization by seeding divergent mobilizing frames. This variety can lead to a paradoxical form of mobilization in which challengers dynamically balance the tension between their movements’ focus on expansion and purity, rather than prioritizing one over the other. The B Corp movement demonstrates how achieving this balance may help challengers avoid cooptation or marginalization, sustain their challenge against incumbents, and achieve more-transformative change. For incumbents, our findings show that both resistance to and the ostensible embrace of alternative logics may stave off immediate challenges but can also invigorate future challenges that pose substantive threats to the dominant logic.

社会运动通过引入市场替代品（体现替代制度逻辑的新产品和组织形式）挑战在位者并推动制度变革。研究表明，为了应对市场替代方案，现有企业通过异质行为进行抵制：现有企业保持对主导逻辑的承诺，有效地边缘化了挑战者，同时也表面上支持替代逻辑并经常成功地吸收挑战者。尽管现有企业对开拓性市场替代方案的战略反应有据可查，但我们不知道他们的异质行为如何影响挑战者动员的新浪潮，以及这些动员如何以不同的方式解决合作和边缘化的危害。我们调查了 B Corp（经认证的 B 公司）运动的兴起，背景是股东至上主义和现有公司不断提高的企业社会责任 (CSR)。我们的多方法、多阶段调查表明，异质的现有行为通过播种不同的动员框架来鼓励挑战者动员的新浪潮。这种多样性可能导致一种自相矛盾的动员形式，在这种形式中，挑战者动态地平衡他们的运动关注扩张和纯洁之间的紧张关系，而不是优先考虑一个。共益企业运动展示了如何实现这种平衡可以帮助挑战者避免合作或边缘化，维持他们对现有企业的挑战，并实现更具变革性的变革。对于在职人员，