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Work In Progress
Working Papers


Resource-Poor but Network-Rich: A Configurational Approach to Stakeholder Engagement for Scaling Social Innovation (w/ Julien Clement, Leandro Pongeluppe, & Luk N. Van Wassenhove)
Preparing for submission
Which configurations of external and internal stakeholder strategies help local managers reach underserved populations in resource-constrained settings? We use qualitative comparative analysis (QCA) on survey and performance data from seventeen roadside health clinics serving truck drivers and sex workers at risk of HIV/AIDS across Sub-Saharan Africa. Clinics under stronger resource constraints outperformed those with more available resources, as their managers chose carefully which stakeholders to engage and how: they (1) nurtured intensive relationships with either external or internal stakeholders or (2) used indirect coordination to benefit from internal and external relationships without such high costs. To serve the most stigmatized population (sex workers), engaging intensively with internal and external stakeholders outweighed the coordination costs. Our paper informs research connecting stakeholder governance to scaling social innovation.
From Political Ties to NGO Donations? The Strategic Adaptation of Cross-Sector Interactions (w/ Marina Gama)
Under revision for resubmission
Under what conditions do firms and non-governmental organizations (NGOs) collaborate when such ties gain legitimacy relative to corporate political ties? Although legitimacy gains should increase the likelihood of firm-NGO donations occurring, we identify firm and NGO characteristics that impact their desirability for at least one of the two parties, thereby altering the baseline effect for different actors. We test our hypotheses on publicly traded firms in Brazil from 2010-2017, during which NGO donations gained legitimacy over corporate political ties following the 2014 "Operation Carwash" corruption probe. Results reveal substantial variation from the baseline effect depending on firm and NGO characteristics, suggesting that NGOs became increasingly reticent to broker corporate political influence. We contribute to nonmarket strategy by showing how firms adapt their strategies for engaging external stakeholders in response to changes in the institutional environment and identifying limitations to pursuing corporate political influence via NGOs.
  • The political drivers of CSR investments: an analysis of electoral contests following the 2013 Reform to the India Companies Act (with Christiane Bode)

  • Corporate Social Responsibility And Pandemic Response: Evidence From India (with Christiane Bode and Doron Tadmor)

  • Nonmarket synergies in Corporate Strategy: Natura's acquisitions of Aesop, Body Shop, and Avon (with Laurence Capron & Leandro Pongeluppe)

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