Journal Articles

The Revolving Doors of Washington and the Sliding Doors of Brussels

Our paper opens up the “black box” of the government affairs practices conducted by companies in Brussels and draws a comparison between the practices there and those in Washington D.C. We find that, although companies in both sites use similar resources, the daily management practices vary a lot.
  • By: David Coen & Matia Vannoni

Are corporate saints more credible?

If companies make economic and social reasons for their sustainable investments known, they run the risk of their legitimacy being called into question. Our study shows that when individuals assume that a company’s sustainable investments are strategically motivated and driven by economic interests, they will assess companies’ credibility and legitimacy negatively.
  • By: Rolf Brühl, Johannes Jahn, & Melanie Eichhorn

Pressure or commitment – What is driving companies to take environmental efforts to the next level?

This research considers how manufacturing companies in the United Kingdom respond to competitive pressures to address environmental concerns and what role this particular pressure source plays in determining their level of response. The research then considers the role played by internal company commitment towards addressing environmental concerns in determining the level of response.
  • By: Stephanie Graham

Prioritising new wealth creation over wealth transfer

We seek to better explain the mechanisms that control the unaccountable transfer of wealth, through a re-imagination of the accounting concepts of capital maintenance—which references “the amount [of capital] an individual [or firm] can consume and expect to be as well off at the end of the [period] as at the beginning”—and profit.

Stakeholder Theory Unleashed

In 2015, a group of influential strategic management scholars convened a workshop in Utah to discuss and debate stakeholder theory. One outcome of this meeting was a list of supposed tensions emerging from that group’s understanding of stakeholder theory and its relationship to mainstream strategic management. Our piece is a reaction to this list of tensions.

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