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Dónal Crilly
Dónal Crilly
Professor of Strategy and Entrepreneurship, London Business School
Verified email at london.edu - Homepage
Title
Cited by
Cited by
Year
Embracing causal complexity: The emergence of a neo-configurational perspective
VF Misangyi, T Greckhamer, S Furnari, PC Fiss, D Crilly, R Aguilera
Journal of management 43 (1), 255-282, 2017
10372017
Faking it or muddling through? Understanding decoupling in response to stakeholder pressures
D Crilly, M Zollo, MT Hansen
Academy of Management Journal 55 (6), 1429-1448, 2012
8792012
Capturing causal complexity: Heuristics for configurational theorizing
S Furnari, D Crilly, VF Misangyi, T Greckhamer, PC Fiss, RV Aguilera
Academy of Management Review 46 (4), 778-799, 2021
5072021
Predicting stakeholder orientation in the multinational enterprise: A mid-range theory
D Crilly
Journal of international business studies 42, 694-717, 2011
4122011
The grammar of decoupling: A cognitive-linguistic perspective on firms’ sustainability claims and stakeholders’ interpretation
D Crilly, M Hansen, M Zollo
Academy of Management Journal 59 (2), 705-729, 2016
3162016
Psychological antecedents to socially responsible behavior
D Crilly, SC Schneider, M Zollo
European Management Review 5 (3), 175-190, 2008
2492008
Enterprise logic: explaining corporate attention to stakeholders from the ‘inside‐out’
D Crilly, P Sloan
Strategic Management Journal 33 (10), 1174-1193, 2012
2282012
Do‐no‐harm versus do‐good social responsibility: Attributional thinking and the liability of foreignness
D Crilly, N Ni, Y Jiang
Strategic Management Journal 37 (7), 1316-1329, 2016
1972016
Stakeholder engagement strategies, national institutions, and firm performance: A configurational perspective
K Gupta, D Crilly, T Greckhamer
Strategic Management Journal 41 (10), 1869-1900, 2020
1602020
How do firms manage strategic dualities? A process perspective
J Birkinshaw, D Crilly, C Bouquet, SY Lee
Academy of Management Discoveries 2 (1), 51-78, 2016
1202016
Time and space in strategy discourse: Implications for intertemporal choice
D Crilly
Strategic Management Journal 38 (12), 2370-2389, 2017
1032017
Autonomy or control? Organizational architecture and corporate attention to stakeholders
D Crilly, P Sloan
Organization Science 25 (2), 339-355, 2014
912014
Non‐profit organizations as a nexus between government and business: Evidence from Chinese charities
W Zheng, N Ni, D Crilly
Strategic Management Journal 40 (4), 658-684, 2019
572019
Corporate social counterpositioning: How attributes of social issues influence competitive response
A Mohliver, D Crilly, A Kaul
Strategic Management Journal 44 (5), 1199-1217, 2023
42*2023
The stakeholder enterprise: Caring for the community by attending to employees
N Ni, C Qian, D Crilly
Strategic Organization 12 (1), 38-61, 2014
412014
Recasting enterprise strategy: towards stakeholder research that matters to general managers
D Crilly
Journal of Management Studies 50 (8), 1427-1447, 2013
382013
Why do banks favor employee-friendly firms? A stakeholder-screening perspective
C Qian, D Crilly, K Wang, Z Wang
Organization Science 32 (3), 605-624, 2021
282021
Chapter 8 corporate social responsibility: A multilevel explanation of why managers do good
D Crilly
Configurational theory and methods in organizational research, 181-204, 2013
282013
Reactivity to sustainability metrics: A configurational study of motivation and capacity
R Slager, JP Gond, D Crilly
Business Ethics Quarterly 31 (2), 275-307, 2021
262021
Better safe than sorry: CEO regulatory focus and workplace safety
C Qian, P Balaji, D Crilly, Y Liu
Journal of Management 50 (4), 1453-1487, 2024
202024
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