Transparency is usually seen as integral to corporate responsibility best practice. It allows closer scrutiny of those firms claiming CR credentials. But, if we want optimal outcomes in terms of industry wide adoption of CR practices, it may pay to tolerate a little hypocrisy at times – rather than highlighting the difference between what a firm says about CR and what it actually does.
Much of the day-to-day criticism aimed at organizations on the internet and in the mainstream media may seem relatively innocuous. Yet new research suggests organizations would be wise to pay attention. Such criticism may well signal early strategic maneuvering as activists identify their targets for far more damaging actions, such as boycotts and campaigns.
In the last quarter of 2015 the emissions scandal at Volkswagen thrust corporate governance firmly back in the spotlight. It is increasingly clear that, in the global economic ecosystem, inhabited by many different types of organizations and a broad range of stakeholders, a one-size-fits-all approach to corporate governance is not appropriate.
Developing a new business idea is notoriously difficult. Start-up failure statistics are discouraging – some 90 per cent of all new ventures fail, about 40 per cent of all new products or services cannot find sufficient buyers.
In a world where innovation is increasingly expensive, going it alone is not always the best way for firms to produce a product. But how do executives know when strategic alliances and teaming up with others is the most productive strategy?
There’s a view that conforming to accepted standards and norms is something organizations do reactively, mainly due to external pressures, and to avoid being penalized. But research by Déborah Philippe and Rodolphe Durand, focusing on environmental practices and reputation, shows that organizational conformity is actually a complex, nuanced, activity that can be used for strategic gain if managed well.
A small group of would-be entrepreneurs have succeeded, where many have failed, in reducing the hold of the Sicilian Mafia on a range of businesses in Italy. Antonino Vaccaro and Guido Palazzo investigate the group’s initiative Addiopizzo, and discover a powerful five step approach for implementing institutional and cultural transformation.
Investment decisions in the venture capital industry inevitably take place behind closed doors, and despite limited research their mechanics remain a mystery. But now, with unprecedented access to real time deal information, Jeffrey S. Petty and Marc Gruber are able to provide new insights into the venture capital decision making process.