Issues > fall 2022

Volume 65
Issue 1

Table of Contents

Special Section on Managing Transparency

On the Complexity of Managing Transparency
by Roy Suddaby and Rajat Panwar

Corporate transparency is an aspirational ideal that is very difficult to achieve because organizations can never be completely transparent.

Transformational Transparency in Supply Chains: Leveraging Technology to Drive Radical Change
by Cory Searcy, Pavel Castka, Jakki Mohr, and Sönke Fischer

This article introduces a model of transformational transparency that enables new insights to drive radical change in companies and supply chains, as well as in industries and society at large.

Do Not Forget the “How” along with the “What”: Improving the Transparency of Sustainability Reports
by Samuel Tang and Colin Higgins

Considerable resources are invested in producing sustainability reports, yet few organizations reap the transparency benefits they promise.

Materiality Assessment Is an Art, Not a Science: Selecting ESG Topics for Sustainability Reports
by Jilde Garst, Karen Maas, and Jeroen Suijs

Materiality assessments help firms to select the environmental, social, and governance (ESG) topics to include in their sustainability report. They should focus not only on selecting win-win scenarios, but also on 'tensioned topics.'

Measuring and Disclosing Corporate Valuations of Impacts and Dependencies on Nature
by Jakki Mohr and Carmen Thissen

Calibrating environmental impacts and dependencies in financial metrics, known as natural capital accounting, is critical for transparency and effective decision-making.

Business Communication

Optimizing Customer Involvement: How Close Should You Be to Your Customers?
by Scott E. Sampson and Richard B. Chase

This article provides a framework for analyzing customer interaction and participation, including an outline of decision factors, with the goal of identifying optimal and sustainable positioning for any given offering.

Blended Value Creation: The Mediating Role of Competences
by Rama Krishna Reddy Kummitha

Prosocial entrepreneurial competences help founders acquire resources to create blended value once a venture has been established.

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