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Multi-Rational Competence for Responsible Leadership: Enabling Multi-Stakeholder Collaboration to Address Grand Challenges
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Outgoing claims: the papers this work cites, builds on, or argues with.
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Responsible Leadership Competencies in leaders around the world: Assessing stakeholder engagement, ethics and values, systems thinking and innovation competencies in leaders around the world
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Multi‐stakeholder partnerships for sustainable development: rethinking legitimacy, accountability and effectiveness
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The psychological microfoundations of corporate social responsibility: A person‐centric systematic review
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Cross-Sector Partnerships as a Source of Business Legitimacy in the Sustainable Development Goals Era
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Cross-Sector Partnerships as a Source of Business Legitimacy in the Sustainable Development Goals Era
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Reframe Team Reflexivity — Realize Do No Harm
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Responsible Leadership: Pathways to the Future
inferredcites →https://doi.org/10.1007/s10551-004-9465-8openalex-extracted
Building an Inclusive Diversity Culture: Principles, Processes and Practice
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Exploring the Principle of Subsidiarity in Organisational Forms
inferredcites →https://doi.org/10.1007/s10551-006-9047-zopenalex-extracted
Responsible Leadership in a Stakeholder Society – A Relational Perspective
inferredcites →https://doi.org/10.1007/s10551-007-9510-5openalex-extracted
Responsible Leadership, Stakeholder Engagement, and the Emergence of Social Capital
inferredcites →https://doi.org/10.1007/s10551-007-9591-1openalex-extracted
Opportunities and Problems of Standardized Ethics Initiatives – a Stakeholder Theory Perspective
inferredcites →https://doi.org/10.1007/s10551-010-0414-4openalex-extracted
Trust and Stakeholder Theory: Trustworthiness in the Organisation–Stakeholder Relationship
inferredcites →https://doi.org/10.1007/s10551-011-0781-5openalex-extracted
Collaborative Strategic Management: Strategy Formulation and Implementation by Multi-Organizational Cross-Sector Social Partnerships
inferredcites →https://doi.org/10.1007/s10551-011-0952-4openalex-extracted
Responsible Leadership in Global Business: A New Approach to Leadership and Its Multi-Level Outcomes
inferredcites →https://doi.org/10.1007/s10551-011-1114-4openalex-extracted
Responsible Leadership: Pathways to the Future
inferredcites →https://doi.org/10.1007/s10551-013-2033-3openalex-extracted
The Politics of Multi-Stakeholder Initiatives: The Crisis of the Forest Stewardship Council
inferredcites →https://doi.org/10.1007/s10551-015-2825-8openalex-extracted
Diversity as Polyphony: Reconceptualizing Diversity Management from a Communication-Centered Perspective
inferredcites →https://doi.org/10.1007/s10551-015-2999-0openalex-extracted
Responsible Leadership: A Mapping of Extant Research and Future Directions
inferredcites →https://doi.org/10.1007/s10551-016-3027-8openalex-extracted
Accountable to Whom? Rethinking the Role of Corporations in Political CSR
inferredcites →https://doi.org/10.1007/s10551-018-3792-7openalex-extracted
Advances in Employee-Focused Micro-Level Research on Corporate Social Responsibility: Situating New Contributions Within the Current State of the Literature
inferredcites →https://doi.org/10.1007/s10551-018-3858-6openalex-extracted
Harnessing Wicked Problems in Multi-stakeholder Partnerships
inferredcites →https://doi.org/10.1007/s10551-018-3859-5openalex-extracted
Maintenance of Cross-Sector Partnerships: The Role of Frames in Sustained Collaboration
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Servant leadership: A journey into the nature of legitimate power and greatness
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On the deliberative capacity of private multi-stakeholder governance: The Roundtables on Responsible Soy and Sustainable Palm Oil
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Defining the socially responsible leader
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Ethical and despotic leadership, relationships with leader's social responsibility, top management team effectiveness and subordinates' optimism: A multi-method study
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Social network analysis and the evaluation of leadership networks
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Collective and network approaches to leadership: Special issue introduction
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From competency to conversation: A multi-perspective approach to collective leadership development
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The Blinders of Dominant Logic
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Ethical leadership: A social learning perspective for construct development and testing
inferredcites →https://doi.org/10.1016/j.orgdyn.2008.07.001openalex-extracted
Alternative Perspectives of Responsible Leadership
inferredcites →https://doi.org/10.1017/beq.2019.10openalex-extracted
Multi-Stakeholder Initiatives on Sustainability: A Cross-Disciplinary Review and Research Agenda for Business Ethics
inferredcites →https://doi.org/10.1017/beq.2019.29openalex-extracted
Contestation in Multi-Stakeholder Initiatives: Enhancing the Democratic Quality of Transnational Governance
inferredcites →https://doi.org/10.1017/beq.2021.36openalex-extracted
Tackling Grand Challenges beyond Dyads and Networks: Developing a Stakeholder Systems View Using the Metaphor of Ballet
inferredcites →https://doi.org/10.1037/a0024890openalex-extracted
Centrality and charisma: Comparing how leader networks and attributions affect team performance.
inferredcites →https://doi.org/10.1057/emr.2008.15openalex-extracted
Psychological antecedents to socially responsible behavior
inferredcites →https://doi.org/10.1080/00208825.2005.11043739openalex-extracted
Making Sense of Intercultural Collaboration
inferredcites →https://doi.org/10.1080/14697017.2022.2037184openalex-extracted
Stakeholder Capitalism and Implications for How We Think About Leadership
inferredcites →https://doi.org/10.1080/19416520.2011.590299openalex-extracted
Institutional Complexity and Organizational Responses
inferredcites →https://doi.org/10.1080/19416520.2012.667612openalex-extracted
Leadership in the Plural
inferredcites →https://doi.org/10.1093/oso/9780198782841.001.0001openalex-extracted
Collaborating for Our Future
inferredcites →https://doi.org/10.1108/02683940910952697openalex-extracted
Influence of leader behaviors on the leader‐member exchange relationship
inferredcites →https://doi.org/10.1108/s0733-558x(2013)0000038021openalex-extracted
Research in the Sociology of organizations
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The past, present and future of managing distance: stakeholders and development
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The Translation of Management Knowledge: Challenges, Contributions and New Directions
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Components of CEO Transformational Leadership and Corporate Social Responsibility*
inferredcites →https://doi.org/10.1111/j.1467-6486.2010.00950.xopenalex-extracted
The New Political Role of Business in a Globalized World: A Review of a New Perspective on CSR and its Implications for the Firm, Governance, and Democracy
inferredcites →https://doi.org/10.1111/j.1467-8608.2005.00414.xopenalex-extracted
The state of leadership ethics and the work that lies before us
inferredcites →https://doi.org/10.1111/j.1468-0386.2007.00378.xopenalex-extracted
Analysing and Assessing Accountability: A Conceptual Framework 1
inferredcites →https://doi.org/10.1111/j.1748-5991.2008.00034.xopenalex-extracted
Constructing and contesting legitimacy and accountability in polycentric regulatory regimes
inferredcites →https://doi.org/10.1111/joms.12195openalex-extracted
Business Statesman or Shareholder Advocate? CEO Responsible Leadership Styles and the Micro‐Foundations of Political CSR
inferredcites →https://doi.org/10.1111/joms.12709openalex-extracted
Researching for Desirable Futures: From Real Utopias to Imagining Alternatives
inferredcites →https://doi.org/10.1111/joms.12785openalex-extracted
Grand Societal Challenges and Responsible Innovation
inferredcites →https://doi.org/10.1111/psj.12085openalex-extracted
“Bluewashing” the Firm? Voluntary Regulations, Program Design, and Member Compliance with the United Nations Global Compact
inferredcites →https://doi.org/10.1177/0007650309345457openalex-extracted
(Re)Forming Strategic Cross-Sector Partnerships
inferredcites →https://doi.org/10.1177/0007650318816522openalex-extracted
Stakeholder Identification and Salience After 20 Years: Progress, Problems, and Prospects
inferredcites →https://doi.org/10.1177/0007650320978157openalex-extracted
Managing Competing Demands: Coping With the Inclusiveness–Efficiency Paradox in Cross-Sector Partnerships
inferredcites →https://doi.org/10.1177/00076503211066595openalex-extracted
Stakeholder Engagement: Past, Present, and Future
inferredcites →https://doi.org/10.1177/0018726702055005425openalex-extracted
Management Paradoxes: A Relational View
inferredcites →https://doi.org/10.1177/0018726707075288openalex-extracted
Strategizing in pluralistic contexts: Rethinking theoretical frames
inferredcites →https://doi.org/10.1177/0018726713481634openalex-extracted
Institutional complexity and logic engagement: An investigation of Ontario fine wine
inferredcites →https://doi.org/10.1177/001872678303600304openalex-extracted
Referent Organizations and the Development of Inter-Organizational Domains
inferredcites →https://doi.org/10.1177/001872678503801001openalex-extracted
Conditions Facilitating Interorganizational Collaboration
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Design Guidelines for Social Problem-Solving Interventions
inferredcites →https://doi.org/10.1177/0149206305279601openalex-extracted
Cross-Sector Partnerships to Address Social Issues: Challenges to Theory and Practice
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Partnering for Grand Challenges: A Review of Organizational Design Considerations in Public–Private Collaborations
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A Matter of Time: The Temporal Perspectives of Organizational Responses to Climate Change
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Tackling Grand Challenges Pragmatically: Robust Action Revisited
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Grand challenges in management research: Attributes, achievements, and advancement
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Corporate Social Responsibility: The Good, the Bad and the Ugly
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Strategic Collaboration Between Nonprofits and Businesses
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Collaborative Value Creation
inferredcites →https://doi.org/10.1177/26317877221098765openalex-extracted
Confronting Power Asymmetries in Partnerships to Address Grand Challenges
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Managing Strategic Contradictions: A Top Management Model for Managing Innovation Streams
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A New Paradigm for Leadership: An Inquiry into Transformational Leadership.
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Private Multi-stakeholder Governance in the Agricultural Market Place: An Analysis of Legitimization Processes of the Roundtables on Sustainable Palm Oil and Responsible Soy
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Upper Echelons: The Organization as a Reflection of Its Top Managers
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Developmental Processes of Cooperative Interorganizational Relationships
inferredcites →https://doi.org/10.2307/258887openalex-extracted
The Stakeholder Theory of the Corporation: Concepts, Evidence, and Implications
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SOCIAL NETWORKS AND THE PERFORMANCE OF INDIVIDUALS AND GROUPS.
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Social Capital: Prospects for a New Concept
inferredcites →https://doi.org/10.3138/9781442673496-014openalex-extracted
Toward a Theory of Stakeholder Identification and Salience: Defining the Principle of Who and What Really Counts
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Systemtheorie III: Steuerungstheorie
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Institutional Pluralism Revisited
inferredcites →https://doi.org/10.4337/9781845425562.00013openalex-extracted
Developing Strategies and Skills for Responsible Leadership
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Stakeholder Theory: The State of the Art
inferredcites →https://doi.org/10.5465/amj.2012.0995openalex-extracted
Paradoxical Leader Behaviors in People Management: Antecedents and Consequences
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When Times Collide: Temporal Brokerage at the Intersection of Markets and Developments
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Ideology and the Micro-foundations of CSR: Why Executives Believe in the Business Case for CSR and how this Affects their CSR Engagements
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Microfoundations of Corporate Social Responsibility and Irresponsibility
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How does a Grand Challenge Become Displaced? Explaining the Duality of Field Mobilization
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Cocreating Rigorous and Relevant Knowledge
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Understanding and Tackling Societal Grand Challenges through Management Research
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Triggers, Traps, and Disconnect: How Governance Obstacles Hinder Progress on Grand Challenges
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Developing Responsible Global Leaders Through International Service-Learning Programs: The Ulysses Experience
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Social Entrepreneurs as Institutionally Embedded Entrepreneurs: Toward a New Model of Social Entrepreneurship Education
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Antecedents of Responsible Leader Behavior: A Research Synthesis, Conceptual Framework, and Agenda for Future Research
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Responsible Leadership and Stakeholder Management: Influence Pathways and Organizational Outcomes
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Upper Echelons: The Organization as a Reflection of Its Top Managers
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Toward a Theory of Paradox: A Dynamic equilibrium Model of Organizing
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TOWARD A THEORY OF PARADOX: A DYNAMIC EQUILIBRIUM MODEL OF ORGANIZING.
inferredcites →https://doi.org/10.5465/amr.2012.0218openalex-extracted
Means versus Ends in Opaque Institutional Fields: Trading off Compliance and Achievement in Sustainability Standard Adoption
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From Interactions to Institutions: Microprocesses of Framing and Mechanisms for the Structuring of Institutional Fields
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Discourse Ethics and Social Accountability: The Ethics of SA 8000
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Input and Output Legitimacy of Multi-Stakeholder Initiatives
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Global Policies and Local Practice: Loose and Tight Couplings in Multi-Stakeholder Initiatives
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The Political Perspective of Corporate Social Responsibility: A Critical Research Agenda
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The art of leading collectively: co-creating a sustainable, socially just future
inferredcites →https://doi.org/10.1177/0018726702555001openalex-snapshot
Management Paradoxes: A Relational View
inferredcites →https://doi.org/10.1177/089976400773746346openalex-snapshot
Strategic Collaboration Between Nonprofits and Businesses
inferredcites →https://doi.org/10.5465/19416520.2011.590299openalex-snapshot
Institutional Complexity and Organizational Responses
inferredcites →https://doi.org/10.5465/amr.1994.9410122009openalex-snapshot
Developmental Processes of Cooperative Interorganizational Relationships
inferredcites →https://doi.org/10.5465/amr.2002.5922314openalex-snapshot
Social Capital: Prospects for a New Concept
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