ORCID Profile
0000-0002-5560-3955
Current Organisation
University of South Australia
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In Research Link Australia (RLA), "Research Topics" refer to ANZSRC FOR and SEO codes. These topics are either sourced from ANZSRC FOR and SEO codes listed in researchers' related grants or generated by a large language model (LLM) based on their publications.
Business and Management | Human Resources Management | Organisational Behaviour
Publisher: Academy of Management
Date: 2013
Publisher: Academy of Management
Date: 06-2019
Publisher: Springer International Publishing
Date: 2017
Publisher: Springer Science and Business Media LLC
Date: 04-11-2015
Publisher: Emerald Group Publishing Limited
Date: 2012
Publisher: Wiley
Date: 20-07-2010
DOI: 10.1002/BSE.686
Publisher: Academy of Management
Date: 08-2018
Publisher: Informa UK Limited
Date: 2012
Publisher: Elsevier BV
Date: 07-2023
Publisher: Elsevier BV
Date: 11-2014
Publisher: Springer International Publishing
Date: 2018
Publisher: Routledge
Date: 09-07-2022
Publisher: SAGE Publications
Date: 27-07-2016
Abstract: The relationship between multinational corporations (MNCs) and nongovernmental organizations (NGOs) on social and environmental issues sometimes evolves from being antagonistic to cooperative. To explore how MNCs and NGOs are able to cooperate as friends rather than remain foes, this conceptual research drawing on complexity theory examines a proposed process of mutual adaptation occurring through more flexible semi-structures that support the evolution of (a) joint strategic responses enabled by future gazing, (b) communication systems that facilitate joint strategic responses, and (c) coordinated, timed-based change that supports joint strategic responses. The article provides illustrations from MNC–NGO collaborations. Conclusions are that mutual adaptation and cooperative resolutions are more likely when organizations either share these capabilities or compensate for each other’s shortcomings, and make trade-offs that align with joint strategic objectives. This article contributes to complexity theory and the NGO–MNC literature by exploring how interorganizational cooperative behavior incorporates mutual adaptation so that more sustainable practices are implemented and continuously improved upon by MNCs.
Publisher: Springer International Publishing
Date: 2022
Publisher: SAGE Publications
Date: 16-05-2018
Abstract: As new roles emerge in organizations, it becomes critical to understand how organizational structure can impede or enable the managerial discretion available to role incumbents. We leverage the rich context provided by the emergent role of sustainability managers to examine the interplay between the top-down forces of structure and the bottom-up influences of managerial discretion in shaping new organizational roles over time. We analyzed qualitative data collected from in-depth interviews with sustainability managers in 21 case study organizations in India and Australia, supplemented with archival and observational data. We identified three organizational configurations, with varying levels of top-down structural and bottom-up managerial discretion dynamics at play. Each configuration had different implications for the manager’s role. Our analysis suggests that the third configuration—with semi-structured formalization and a decentralized sustainability program—provided the most conducive conditions for managers to use their discretion to ch ion innovative sustainability initiatives. New managerial roles in the other configurations, however, do not have to be static. With the maturation of organizational programs and active ch ioning by managers, the structuring of organizational functions and managerial roles can co-evolve. Our findings describe a process of “shaping and being shaped,” as structure and managerial discretion co-evolve over time.
Publisher: Elsevier BV
Date: 02-2021
Publisher: Academy of Management
Date: 2015
Publisher: Academy of Management
Date: 2015
Publisher: Elsevier BV
Date: 11-2012
Publisher: Springer Netherlands
Date: 2014
Publisher: Springer Netherlands
Date: 2014
Publisher: Emerald Publishing Limited
Date: 16-05-2017
Publisher: Springer Netherlands
Date: 2014
Publisher: Emerald Publishing Limited
Date: 16-05-2017
Publisher: Academy of Management
Date: 08-2017
Publisher: Wiley
Date: 31-08-2010
Publisher: Springer Netherlands
Date: 2014
Publisher: Emerald
Date: 11-11-2019
Abstract: Companies develop and implement environmental initiatives in particular national governance and institutional contexts. The purpose of this paper is to study how the background governance conditions of legal systems, economic policies and national culture enable or impede the relationship between corporate environmental performance (CEP) and lagged corporate financial performance (CFP). This is an empirical study of 427 MNCs headquartered in 22 different countries. The authors merged data from the SiRi database (generally known as SustainAnalytics now), which contains ratings of stakeholder relations for 427 large corporations with publicly available data from Datastream. Drawing on the new institutionalism in economics and sociology, the authors show that common-law systems and high economic freedom in a company’s home country tend to strengthen the CEP-CFP link. In addition, the home-country cultural variables of uncertainty avoidance, long-term orientation, and (to a lesser extent) masculinity may impede the deployment of CEP for maximum financial gain at the organizational level. The macrolevel analysis starts to move the field toward an understanding of the particular national governance configurations that provide the most supportive conditions for any CEP-CFP links. One of the central questions in the field of organizations and the natural environment is about the background conditions that may incentivize and reward firms to be more environmentally responsive. The paper addresses this issue through a nation-level investigation of the background governance conditions that may help or hinder the relationship between CEP and CFP.
Publisher: Elsevier BV
Date: 04-2021
Publisher: Academy of Management
Date: 2014
Publisher: Univ. of Malaya
Date: 27-06-2019
Publisher: Edward Elgar Publishing
Date: 31-07-2015
Start Date: 2020
End Date: 12-2024
Amount: $303,415.00
Funder: Australian Research Council
View Funded Activity