Business-Conflict Linkages: Revisiting MNCs, CSR, and Conflict

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A Review of the Nonmarket Strategy Literature (2016, unknown): “Scholars have suggested that CSR may serve as a buffer to the potentially risky effects of CPA (Sun et al., 2012), the two practices are complementary and need to be aligned (den Hond et al., 2014), and the two may be mutually exclusive (Jamali & Mirshak, 2010).”
Caught in the crossfire: Dimensions of vulnerability and foreign multinationals' exit from war‐afflicted countries (2017, unknown): “The literature on MNE-war linkages is largely normative, with a focus on firm complicity (Guidolin and La Ferrara, 2007), ethical dilemmas (Jamali and Mirshak, 2010; Kolk and Lenfant, 2010), and political behavior (Getz and Oetzel, 2009).”
Strategic Corporate Social Responsibility of Multinational Companies Subsidiaries in Emerging Markets: Evidence from China (2016, background): “…value may be particularly appealing in emerging markets where the institutional drivers of CSR tend to be weaker and macro-economic constraints may divert business attention to survival and cutthroat competition (Jamali and Mirshak, 2010; Jamali and Neville, 2011; Porter and Kramer, 2006, 2011).”