An upcoming special issue in B&S considers how questions relating to statehood and governance are central to our understanding of how non-state actors, such as business and NGOs, operate in the global South.
The article examines issues associated with the governance of artisanal and small-scale mining in a designated indigenous region in northeastern India. It demonstrates how the mechanisms of the state progressively exert deeper influence in the activity, sidelining indigenous, community institutions.
As a result of neoliberal imperatives, the corporate social responsibility practices of corporations in the Nigerian oil sector are not effective
We summarize and update our recently published paper that investigated how non-state civil society organisation in Palestine shifted their original governance focus from mobilization and resistance to embrace new governance regimes focused on providing welfare.
Our study examines the pre-pandemic path of “blood, toil, tears and sweat” that it took to develop telecare in Spain through collaborative cross-sector business models that included government, businesses, nonprofits, and informal actors under the leadership of the Spanish Red Cross. Specifically, we explore in which ways tension management contributed to the development of telecare as a sustainability innovation.
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.
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.
