Strategic responses to grand challenges: why and how corporations build community resilience
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10551_2019_Article_4345.pdf
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1.55 MB
Format
Adobe PDF
Checksum (MD5)
32387b45891c834f6f6741c38fcee34f
Author(s)
Hamann, Ralph
Makaula, Lulamile
Ziervogel, Gina
Shearing, Clifford
Zhang, Alan
Date Issued
November 18, 2019
Journal
Journal of Business Ethics
Publisher
Springer Netherlands
Citation
Hamann, Ralph et al. "Strategic responses to grand challenges: why and how corporations build community resilience." Journal of Business Ethics 161 (November 2019): 835-853 doi 10.1007/s10551-019-04345-y
Version
Final published version
Abstract
We explore why and how corporations seek to build community resilience as a strategic response to grand challenges. Based on a comparative case study analysis of four corporations strategically building community resilience in five place-based communities in South Africa, as well as three counterfactual cases, we develop a process model of corporate practices and contingent factors that explain why and how some corporations commit to community resilience building and whether they try to do so directly or indirectly. We thus help explain corporations’ strategic contributions to community resilience, and we emphasise the role of place-specific resources, social-ecological system viability, and limited statehood in motivating such organisational responses to grand challenges.
MIT Department
Sloan School of Management
Terms of Use
Creative Commons Attribution
Persistent DSpace Link
DOI of Published Version
https://doi.org/10.1007/s10551-019-04345-y
