Corporate structures with cross-ownership are common in civil law countries. Nevertheless, existing methods remain unable to evaluate control stakes in such structures. This is because cross-ownership induces circularity, and makes it impossible to identify winning coalitions among shareholders....

Research shows that corporate engagement in social issues often backfires. We suggest this may be because the corporate organizational form is viewed as inappropriate for social activism in general and/or because a particular campaign or organizational action is viewed as hypocritical. To test...

The past decades witnessed big changes in international trade with the rise of global value chains. Some countries, such as China, Poland, and Vietnam rode the tide, while other countries, many in the Africa region, faltered. This paper studies the determinants of participation in global value...

Civil society plays a crucial role in governance where laws and authority are weak. Increasingly, multinationals operate in these complex environments. We study how a key strategy of international civil society--disseminating information about human rights abuse--impacts multinationals. To do...

Globalisation, far from meeting esoteric meaning requirements – everybody's welfare –, created the conditions for a stronger and stronger presence of multinational companies, economic giants who did not avoid emerging markets, quite the contrary. The attraction of profit oriented the...

We investigate the fundamental determinants and value implications of corporate social responsibility (CSR) around the world. We contrast three broad views on CSR: (1) it is a response to government failures; (2) it reflects individual and societal preferences; (3) it is an equilibrium result of...

This chapter draws on three branches of management studies – corporate strategy, technology strategy, and institutional strategy – in order to develop a framework aimed at analyzing and predicting the nature and structure of GVCs. First, corporate strategy informs how firms shape GVC...