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  • Strategic Responses to Grand Challenges: Why and How Corporations Build Community Resilience

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    Shearing268673-Published.pdf (1.597Mb)
    Author(s)
    Hamann, R
    Makaula, L
    Ziervogel, G
    Shearing, C
    Zhang, A
    Griffith University Author(s)
    Shearing, Clifford D.
    Year published
    2019
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    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 ...
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    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.
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    Journal Title
    Journal of Business Ethics
    DOI
    https://doi.org/10.1007/s10551-019-04345-y
    Copyright Statement
    © The Author(s) 2019. This article is distributed under the terms of the Creative Commons Attribution 4.0 International License (http://creativecommons.org/licenses/by/4.0/), which permits unrestricted use, distribution, and reproduction in any medium, provided you give appropriate credit to the original author(s) and the source, provide a link to the Creative Commons license, and indicate if changes were made.
    Note
    This publication has been entered into Griffith Research Online as an Advanced Online Version
    Subject
    Business and Management
    Marketing
    Applied Ethics
    Publication URI
    http://hdl.handle.net/10072/389287
    Collection
    • Journal articles

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