We know little about the social challenges that populism poses for businesses. Hence the question arises: how does populism impact business organisations? How do firms adapt to populist regimes and more generally to populist ideas and leaders? Should business leaders challenge populist discourses? Our forthcoming Special Issue seeks answers to these questions.
We argue that there is a need for firms to start organizing their business models in such a way that they support the resilience of the socio-ecological systems - and not just improve their own sustainability performance.
We take an in-depth look at a cross-sector collaboration (CSC) in the textile industry and how it is governed to achieve its collective goals. Drawing on the business model concept, we unpacked how CSC orchestrators govern collaborative value creation and private and social value capture.
Our study provides a new conceptualisation of state capitalism that allows us to distinguish when state intervention is problematic from a liberal democratic standpoint and when it is not. Specifically, our study provides two important insights for policymakers, practitioners, and activists at a time when defending liberal democracy against authoritarianism has become a pressing issue, but when the desirability of a minimalist economic role of the state has lost its appeal.
What do companies do to prevent abuses far from their corporate headquarters? Many have adopted supply chain codes of conduct. Our study determines what drove the diffusion of this new organizational practice.
Cross-sector partnerships that aim to collaboratively develop sustainable business models encounter various tensions that emerge from the actors’ divergent interests. We show how partners resolve these tensions by engaging in one of two processes: collective orchestration or continuous search.
Our research analyzed how female board members impact a firm’s strategic actions that are seen as a precursor to competitive advantage and financial success. More specifically, we examined how the presence of female board members impacts a firm’s competitive repertoire – i.e., the types of competitive actions that a firm takes over time.
The pandemic and resulting public-private responses and collaborations and consequent debates have highlighted the importance of, and need for, understanding and managing legitimacy when designing data partnerships.
We examined four large cross-sector partnerships for community sustainability to understand the perceived value of resources to the participating organizations, as well as their implemented structural features.
Almost two decades ago, we found ourselves wondering about the huge variety in concepts, approaches and theories surrounding the omnipresent notions of CSR and CSP. In this post, we reflect on our experiences: we briefly describe the review article and then deliberate on its reception and uptake.
