This introduction to the Thematic Collection on Corporate Social Responsibility (CSR) tracks the evolution of CSR research published in the Journal of Management Studies from 2006 until 2021. Alongside the mainstreaming of CSR within management studies, CSR research in JMS has progressed from a business-centric to a society-centric focus. The business-centric focus centres on the financial implications of CSR on business firms, and advocates CSR to the extent that it leads to improved financial performance or some other competitive advantage for the firm. The society-centric focus asks broader questions about the appropriate role and location of business in society and its political and institutional contexts, and it reflects a wider set of variables of interest beyond firm financial performance. Understanding this evolution is crucial because it helps to elucidate where CSR research is headed and how the role of business in society is conceptualised. Based on these developments, I outline three emergent avenues for future research: the reintegration of governments as important actors shaping CSR, the need to reorient the dependent variables used in CSR research toward tangible social and ecological outcomes, and the importance of CSR research tackling interrelated societal crises such as the COVID-19 pandemic and the climate crisis.

Wickert, C. (2021). Corporate social responsibility research in the Journal of Management Studies: A shift from a business-centric to a society-centric focus. Journal of Management Studies.


As ideals about what is worth having, doing, and being, values are core to organizational functioning. Various organizational elements, such as design, identity, and culture, as well as organizational practices, are infused with values, pointing to the critical role values play during organizational change. While we know that the congruence between established values and those of prescribed changes influences change outcomes, our understanding of the role of values in organizational change processes remains largely speculative. In this paper, I outline how taking a value-centered approach to organizational change can enhance our understanding of organizational change processes.

Klein, J. (2021). Reflecting Backward to Project Forward: Refocusing on Values in Organizational Change. Journal of Applied Behavioral Science.

The rise of China will profoundly change the world, and the rest of us now have a chance to understand how and why this is happening, or continue to moralise about this “disaster”, thought to harm our way of life. What is especially galling is that the Chinese appear better able to create wealth and value than the West. Even in the midst of political denunciations, more and more businesses are profitably engaging China.

We have to face the fact that China excels at what we are supposed to admire, the peaceful creation of wealth. It even withstands the current pandemic several hundred times more successfully than we have. The answers to China’s success lie not in “communism” but in Chinese civilization and culture which is 22 centuries old and extends to most of East Asia, and has traded peacefully since Roman times. This is a book about measured business cultures, East and West, and explains, using largely Western scholarship, why China is winning and will continue to do so unless and until we wake up.

Hampden-Turner, C., Peverelli, P.J., Trompenaars, F. (2021). Has China Devised a Superior Path to Wealth Creation? The Role of Secular Values, Newcastle on Tyne: Cambridge Scholars.


You can access part of the contents of this book through Peter Peverelli’s lecture for the University of Leeds Business Confucius Institute

This paper proposes a theory-based process model for the generation, articulation, sharing and application of managerial heuristics, from their origin as unspoken insight, to proverbialization, to formal or informal sharing, and to their adoption as optional guidelines or policy. A conceptual paper is built using systematic and non-systematic review of literature. This paper employs a three-step approach to propose a process model for the emergence of managerial heuristics. Step one uses a systematic review of empirical studies on heuristics in order to map extant research on four key criteria and to obtain, by flicking through this sample in a moving-pictures style, the static stages of the process; step two adapts a knowledge management framework to yield the dynamic aspect; step three assembles these findings into a graphical process model and uses insights from literature to enrich its description and to synthesize four propositions. The paper provides insights into how heuristics originate from experienced managers confronted with negative situations and are firstly expressed as an inequality with a threshold. Further articulation is done by proverbialization, refining and adapting. Sharing is done either in an informal way, through socialization, or in a formal way, through regular meetings. Soft adoption as guidelines is based on expert authority, while hard adoption as policy is based on hierarchical authority or on collective authority.

This essay starts from the premise that human judgment is intrinsically linked with learning and adaptation in complex socio-technological environments. Under the illusory veneer of retaining control over algorithmic reckoning, we are concerned that algorithmic reckoning may substitute human judgment in decision-making and thereby change morality in fundamental, perhaps irreversible, ways. We offer an ontological critique of artificially intelligent algorithms to show what is going on ‘under their hood’, especially in cases when human morality is already co-constituted with algorithmic reckoning. We offer a twofold call for (in)action. We offer a call for inaction as far as the substitution of judgment for reckoning through our teaching in business schools and beyond is concerned. We offer a re-invigorated call for action, in particular to teach more pragmatist judgment in our curricula across subjects to foster social life (rather than stifle it through algorithmic reckoning).

Moser, C., den Hond, F., & Lindebaum, D. (2021). Morality in the age of artificially intelligent algorithms. Academy of Management Learning & Education.

The macro-framing literature presents something of a theoretical conundrum. While an inherently dynamic concept, most work has treated frames as static. In addition to leaving our theories of framing underspecified, this also has implications for how we go about understanding and resolving our major societal problems, including flows of displaced people, the setting for this paper. We also lack insight into the ways in which media organizations, some of the most important arbiters of understanding in our society, shape the framing process. We address these points by investigating the ways in which the photograph of Alan Kurdi lying dead on a beach in Turkey radically transformed the framing of the European migration crisis by UK newspapers. In so doing, we develop theory about two important aspects of framing change. First, in showing how macro-frames are more malleable than often perceived, we develop the concept of an emotional array that we show is central to understanding how frame composition changes over time. Second, we expose the distinct mechanisms by which framing change takes place in media organizations characterized by different ideologies.

Klein, J. & Amis, J. M. (2020). The Dynamics of Framing: Image, Emotion and the European Migration Crisis. Academy of Management Journal, in press.

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