Work In Progress
Working Papers


Doing Good Well? CSR Design after the 2013 Reform to the India Companies Act (with Christiane Bode) 
Conditionally accepted at the Strategic Management Journal
We investigate how 12,086 firms designed 86,755 CSR projects in the first four years after India passed its pioneering 2013 CSR law. We first examine firms' choices of social causes, geographic locations, implementation modes, and how many projects to pursue. We then abductively compare these choices to divergent theoretical expectations. We propose that institutional and instrumental stakeholder mechanisms drive homogeneity across most firms’ CSR design, at odds with strategic and social impact goals. In contrast, leading firms and SOEs differentiate their CSR design by addressing a broader set of stakeholder preferences and targeting both strategic and altruistic aims. These insights raise critical questions about how CSR design can help firms address Grand Challenges and shed light on the benefits and limitations of CSR regulation.
From Political Ties to NGO Donations? The Strategic Reconfiguration of Cross-Sector Interactions (with Marina Gama)
Working Paper
Anti-corruption initiatives incentivize firms to reconfigure their nonmarket connections towards social rather than political actors. However, their ability to act on those incentives and how they do so may vary. We investigate under which conditions firms donate to more NGOs after such an event, using data on publicly traded firms in Brazil from 2010 to 2017. Following the 2014 launch of the anti-corruption initiative called “Operation Carwash” (OCW), firms were more likely to donate to NGOs, but the effects differed substantially depending on firm and NGO characteristics influencing the relationship’s mutual desirability. While direct political involvement of either party became a liability, some types of NGOs became valuable bridges between the corporate and government sectors. We contribute to the nonmarket strategy literature by showing how firms and NGOs react to shifting incentives in response to institutional transitions that alter the opportunities for synergies between them.
  • Connecting Internal and External Networks of Cooperation: the North Star Alliance’s Roadside Wellness Centers across Africa (with Julien Clément, Luk N. Van Wassenhove & Leandro Pongeluppe)
  • 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)