This contribution argues that it is time to move beyond corporate social responsibility (CSR) to global responsibility. As long as the field retains its old label, the learning agenda for organizations will be too narrow to address the full range of challenges for a sustainable world. It sets...

The paper modifies theories on the nature of visions and the role of topmanagers in creating visions, and it breaks some new ground in the exploration of the role of organizational politics in organizational learning processes.

This article addresses how top management leadership behaviors matter in innovative interventions in organizations. A comparison of six cases of artistic interventions in four countries reveals that lack of visible top management support and sense-making orientation during and after the process...

This article proposes a multilevel model of Global Responsibility as a culturally embedded organizational learning process. The model enables an analysis of the way culture influences how responsibilities are defined and distributed in a culture at a given point in time, and how organizations...

Experience is often considered the best teacher and experiences with cross-cultural interactions represent important opportunities to learn to deal with differences. But learning from experience can be dangerous when it inhibits inquiry and closes off new knowledge. This contribution illustrates...