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.
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.
Vol 65, Issue 4
Vol 65, Issue 3
Vol 65, Issue 2
Vol 65, Issue 1