MNC Reporting on CSR and Conflict in Central Africa
By Ans Kolk, Francois Lenfant. 2010
184 citations recorded by the source corpus.
Subfields: Business and International Management, Information Systems, Strategy and Management
View Paper: https://www.semanticscholar.org/paper/beeddd6ed591ad210c55cda95fd1bb743d1e45c0
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In Business and International Management
In Information Systems
In Strategy and Management
Citations in the corpus
- Why and how might firms respond strategically to violent conflict? (2012, background): “In a study of MNEs operating in three conflict-prone countries in Central Africa, Kolk and Lenfant (2010) investigate how MNEs are reporting on violent conflict, among other issues.”
- Corporate Social Responsibility in Developing Countries as an Emerging Field of Study (2018, unknown): “…way in terms of mapping ‘what we know and don’t know about CSR’ (Aguinis and Glavas 2012, p. 932), but have fallen short in terms of a more nuanced analysis of how CSR manifests itself in markets outside the developed core (Egri and Ralston 2008; Kolk and Lenfant 2010; Kolk and Van Tulder 2010).”
- Caught in the crossfire: Dimensions of vulnerability and foreign multinationals' exit from war‐afflicted countries (2017, unknown): “For instance, oil MNEs that hold country-specific licenses and physical property often find it too expensive to leave a country (Kolk and Lenfant, 2010).”
- How global is international CSR research? Insights and recommendations from a systematic review (2017, background): “First, several articles examine the CSR dilemmas faced by developed-country MNEs when operating in developing and emerging regions (e.g., Kolk & Lenfant, 2010), how these fi rms develop CSR strategies in such regions (e.g., Xun, 2013), as well as the factors impacting their subsidiaries ’ strategic…”
- Globalisation, governance, accountability and the natural resource ‘curse’: Implications for socio-economic growth of oil-rich developing countries (2019, background): “These notwithstanding, contemporary studies find some activities of MNCs as the primary cause of the resource-curse within ODCs (Adams et al., 2017; Kolk and Lenfant, 2010; Kopiński et al., 2013).”