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Arno Kourula
University of Amsterdam
39Publications
12H-index
472Citations
Publications 39
Newest
#1Ans KolkH-Index: 6
#2Arno KourulaH-Index: 12
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#2Arno KourulaH-Index: 12
Last.Frank G. A. de Bakker (Lille Catholic University)H-Index: 15
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#1Arno Kourula (Aalto University)H-Index: 12
#2Jeremy Moon (CBS: Copenhagen Business School)H-Index: 39
Last.Christopher WickertH-Index: 10
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In this introductory paper for the special issue “Government and the Governance of Business Conduct: Implications for Management and Organization”, we focus on government as an institution in the b...
3 CitationsSource
#1Bimal Arora (Aston University)H-Index: 2
#2Arno Kourula (Aalto University)H-Index: 12
Last.Robert A. Phillips (York University)H-Index: 20
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#1Arno Kourula (Aalto University)H-Index: 12
#2Markus Paukku (UvA: University of Amsterdam)H-Index: 1
Last.Mikko Koria (Lboro: Loughborough University)H-Index: 4
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This paper develops a role-based framework of intermediaries in regulatory programs. In examining the types of roles that organizations adopt in regulation and governance, we argue that roles have important implications for understanding organizational and program level dynamism and outcomes. We utilize the Regulator-Intermediary-rule Taker framework (Abbott, Levi-Faur, & Snidal, 2017a; 2017b) to describe how organizational roles can be adopted through assignment, appropriation, or promotion. We...
5 CitationsSource
#1Rashedur Chowdhury (University of Southampton)H-Index: 2
#2Arno Kourula (UvA: University of Amsterdam)H-Index: 12
Last.Marjo Siltaoja (University of Jyväskylä)H-Index: 9
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Fringe stakeholders with limited resources, such as grassroots organizations (GROs), are often ignored in business and society literature. We develop a conceptual framework and a set of proposition...
2 CitationsSource
#1Ans KolkH-Index: 6
#2Arno KourulaH-Index: 12
Last.Marcel WorringH-Index: 1
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In order to achieve the ambitious targets of the UN Sustainable Development Goals, corporations will need to mobilize, together with governments and civil society actors. There are examples of firms that have incorporated specific SDGs into strategies and programs. However, it is unclear how broadly the SDGs have been embraced within the corporate agenda, nor if this agenda-setting initiative is effective in shining the spotlight on new, underexplored issues, or whether it just leads to the repa...
2 Citations
#1Ans KolkH-Index: 6
#2Arno KourulaH-Index: 12
Last.Niccolò PisaniH-Index: 5
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Multinational enterprises (MNEs) can play an important role in the implementation of the Sustainable Development Goals (SDGs). This article examines what we know about their participation in implementing the SDGs and their impact, both positive and negative, on people, the planet, prosperity and peace as identified in the United Nations (UN) 2030 Agenda. To this end, we review the research published in the main international business journals on five key SDGs that represent these “four Ps”, grou...
21 CitationsSource
#1Niccolò Pisani (UvA: University of Amsterdam)H-Index: 5
#2Arno Kourula (UvA: University of Amsterdam)H-Index: 12
Last.Renske Meijer (UvA: University of Amsterdam)H-Index: 1
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While studies on international corporate social responsibility (CSR) have expanded significantly, their true global nature can be questioned. We systematically review 494 articles in 31 journals over a 31-year period. We assess the embeddedness of CSR in international management/business (IB); analyze the coverage of developing, emerging, and developed countries; map the literature thematically; summarize key findings; discuss main empirical features; and identify unanswered questions, implicati...
35 CitationsSource
Last.Arno Kourula (Stanford University)H-Index: 12
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Purpose - The purpose of this paper is to examine to what extent the conventional stakeholder model mirrors managerial perceptions of the stakeholder environment in the Swedish fashion industry. The authors aim to adopt a novel approach to stakeholder measurement, as the traditional stakeholder model is constrained by its static two-dimensional nature, which captures neither the nuances of the stakeholder literature nor the dynamics of the firm’s stakeholder universe. Design/methodology/approach...
1 CitationsSource
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