Strategic Responses to Grand Challenges: Why and How Corporations Build Community Resilience
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Makaula, L
Ziervogel, G
Shearing, C
Zhang, A
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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 of Business Ethics
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© 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.
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Business systems in context
Human resources and industrial relations
Strategy, management and organisational behaviour
Marketing
Applied ethics
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Hamann, R; Makaula, L; Ziervogel, G; Shearing, C; Zhang, A, Strategic Responses to Grand Challenges: Why and How Corporations Build Community Resilience, Journal of Business Ethics, 2019, pp. 1-19