key: cord-0797722-gizis2hm
authors: Kurland, Nancy B.; Baucus, Melissa; Steckler, Erica
title: Business and society in the age of COVID‐19: Introduction to the special issue
date: 2022-03-16
journal: Business and Society Review
DOI: 10.1111/basr.12265
sha: 819d4735f4330db67a4198dfebdf4262decfff82
doc_id: 797722
cord_uid: gizis2hm

This article introduces the eight articles and three invited essays that comprise the special issue: Business and Society in the Age of COVID‐19. In doing so, it also surveys COVID‐19‐related research in the Business & Society field, revealing five themes.

datasets" between February 2020 and October 29, 2021 (SEAN, weekly SEAN COVID-19 email, October 29, 2021) . In Business & Society and related fields, however, this output has been more modest-but understandable, given the traditionally long lag times from research idea to research publication. To account for this lag time, some journals repackaged extant research to highlight existing thought relevant to the pandemic (see the Academy of Management research) or created a special fora for op-eds related to the pandemic (see the Academy of Management's ONE Division's "COVID-19 Insights from Business Sustainability Scholars"). Still others, like this journal, extended special calls for research.

To prepare for this introduction, we surveyed related research in the Business & Society field. Using the terms "social responsibility of business" and "COVID-19" in Business Source Complete yielded 73 English-language 1 peer-reviewed journal articles for the 2020-2022 date range (and, specifically, as of November 28, 2021) . A subsequent search of "stakeholder theory" and "COVID-19" yielded an additional 18 peer-reviewed journal articles. We omitted articles that appeared to be press releases (e.g., an announcement that the company Xylem supports UNICEF's Covid-19 response-Xylem, 2020), interviews (e.g., Johnson et al., 2020) , an introduction to a special issue on COVID-19 research (Narayanan et al., 2021) , and those that appeared to be more about logistics (e.g., Petrescu & K.rishen, 2020) , or economics (e.g., Eden & Chao, 2021) than about business and society, per se. Some of the 73 articles had broken links. We added one article based on its reference in another. In the end, we reviewed 59 articles. These articles represented a global focus, centering on experiences in Bangladesh, China, Czech Republic, Egypt, India, Italy, Pakistan, South Australia, Spain, Tunisia, the United Kingdom, and the United States.

Five themes emerged from these articles. Scholars assessed (1) organizational social responsibility as a mediator of impact through the pandemic; (2) the pandemic's impact on organizations' corporate social responsibility (CSR) efforts; (3) the pandemic's impact on select stakeholders; (4) the pandemic as setting the context but without directly framing it as a driver of organizational behavior; and (5) how the pandemic challenged current definitions of corporate responsibility. We discuss each below.

A majority of the studies focused on how CSR (broadly defined by multiple authors as companies' commitments to voluntary efforts to act ethically toward multiple stakeholders, or lack thereof) helped companies to navigate (or not) the challenges of the pandemic. A case study of seven organizations operating in different industries and countries showed that these firms used similar CSR activities to utilize their resources to achieve societal, and not just economic, goals, to help respond to the crisis (Ahmed et al., 2021) . Mattera et al. (2021) reported that long-term CSR strategies and a strong commitment to sustainable development helped companies overcome periods of economic crisis. Companies with CSR activities along five dimensions of employees, community, environment, heritage and products, and co-creation positively impacted performance and reduced the negative impact of COVID-19, according to a study of 199 agritourism businesses in Italy (Magno & Cassia, 2021) . In a study with Chinese energy firms, Huang and Liu (2021) found that firms that engaged in CSR activities (i.e., "social actions required by law and morality, beyond the profit of the firm," p. 2) were less exposed to stock price crashes. CSR activities also helped Chinese, especially non-state-owned, enterprises mitigate drops in their share prices due to the pandemic (Yi et al., 2021) . Chua et al. (2021) concluded that tourism companies' CSR efforts were critical to generate U.S. tourists' destination attachment and intentions to return to European and Asian destinations after the pandemic. Lin et al.'s (2021) qualitative media analysis and interviews of stakeholders indicated that justin-time (JIT) CSR by hospitality firms during the pandemic fostered images of these firms as places of safety, partnership and warmth, and this resulted in positive outcomes for the firm and society. Albitar et al. (2021) found that assurance on CSR reports, particularly from Big 4 accountancy firms, enhanced disclosure of COVID-19 impacts in FTSE All-Share nonfinancial listed companies' CSR reports. Liu et al. (2020) reported that during the pandemic Chinese SMEs that disclosed their internal CSR activities through We-media enhanced their brand images with employees and customers. A survey by Jaiyeoba et al. (2021) in Malaysia showed that adhering to strong halal best practices and strong CSR activities were important for promotion of halal-certified companies during the pandemic. Other researchers highlighted how US publicly traded companies used CSR and corporate political activity to cope with the pandemic (Zhang, 2021) . Fox et al. (2020) observed that firms led by authentic leaders, and which have more flexible business models, will be more engaged with their stakeholders during crises. In addition, Fasan et al. (2021) found that green supply chain management practices acted as an effective risk management tool for companies during COVID-19. By comparison, others concluded that the absence of clear CSR behavior exacerbated (along with fragile trust in public institutions) firms' irresponsible behavior (Gain, 2021) and that firms with lower debt were self-protected regardless of CSR (Huang & Ye, 2021) . A case study of the largest private sector telecommunications firm in Egypt by Metwally et al. (2021) led to the conclusion that the firm's use of CSR to frame their work-at-home initiative allowed for a faster transformation and reduced long-term costs of the offices of a financially distressed subsidiary.

A second theme highlighted how the pandemic affected organizations' CSR efforts. In particular, the pandemic encouraged businesses to strategically use CSR during a pandemic to effectively communicate with internal and external stakeholders, build trust, and create a competitive advantage (Ashraf et al., 2021) . Businesses appeared to adopt CSR efforts (Barrio-Fraile & Enrique-Jiménez, 2021; Ramya & Baral, 2021; Wu & Kong, 2021) , integrate CSR in their marketing efforts (He & Harris, 2020) , and the pandemic even interacted with the typeface chosen in CSR marketing that companies used (Huang & Liu, 2020) . The pandemic also acted as a litmus test of the company's true character (Yohn, 2020) and offered insight into corporate governance, ESG, and CR behavior (Koutoupis et al., 2021) . A review and synthesis of research on CSR policies implemented during the pandemic supported the importance of embedding CSR in the organization's core activities to achieve positive outcomes versus the negative outcomes that result when CSR is on the periphery of an organization's activities (Aguinis et al., 2020) . Elsewhere, Zharfpeykan and Ng (2021) asked how well does the Global Reporting Initiative framework, designed as a best practice in sustainability reporting, cover COVID-19 issues? They argued that it "risks to [perpetuate] incremental change towards a 'new normal,' rather than motivating the urgent responses needed in a crisis" (p. 189). Carroll (2021) analyzed CSR activities by firms using the four-level pyramid of CSR he developed in 1991, showing that the pandemic has most heavily impacted employees, customers and communities; however, it has affected all sectors of the business environment and resulted in companies evaluating and adjusting their CSR activities. Other researchers (Manuel & Herron, 2020) investigated the ethical motivations firms used for their CSR decisions and determined that utilitarianism and deontology led to CSR activities in response to the pandemic. Lastly, in a study of Egyptian business schools, Mousa (2021) and colleagues concluded that business schools can implement responsible management education strategies post COVID-19 but only after they overcome obstacles of self-determination, contextuality, and nationalism.

A third theme of research focused on the pandemic's impact on particular stakeholders. Scholars examined the impact on shareholders: How COVID-19 affected the reaction of stock returns (Ding et al., 2021) and that CSR did not shield shareholder wealth from the adverse effect of a crisis (Bae et al., 2021) . Wickert (2021) commented that the pandemic acted to decenter shareholders and to locate business in society rather than alongside it. Other scholars examined the impact on consumers. In a conceptual piece, He and Harris (2020) argued that the pandemic offers opportunity for businesses to shift toward more genuine and authentic CSR to address urgent global social and environmental challenges, and that the pandemic shifts consumers' ethical decisions, for example, to engage in panic, stockpiling food, versus resisting panic buying and buying groceries for vulnerable residents. Although V at am anescu et al. (2021) found that the pandemic did not impact consumers' expectations for sustainable products, another study of Brazilian and Portuguese consumers (Severo et al., 2021) indicated that the pandemic not only enhanced consumers' awareness of socio-environmental issues but it also increased consumption of sustainable products and attention to firms' CSR efforts. Salam and Bajaba's (2021) study concluded that CSR perceptions matter for purchasing intentions and corporate reputation during the pandemic. Still others examined the impact on workers. Ullah (2021) highlighted the inadequacies of global clothing brands and Bangladeshi governmental response efforts to help Ready-Made Garment workers in Bangladesh, while Jadern a et al. (2020) found that women, younger, and technical and economic staff perceived CSR activities during COVID-19 more positively. In a single case study of a textile organization in Pakistan, Zaighum et al. (2021) studied workers' perspectives of COVID-19 on their workplace. Workers were most concerned about health and safety, well-being, living salary, provident fund, subsidized food, recreational facilities, appropriate rest intervals, and flexible working hours. The authors noted an absence of CSR policies resulted in an inadequate monitoring system, insufficient training, insufficient access to personal protective equipment, and so on. Elsewhere, Jimenez et al. (2021) concluded that the COVID-19 pandemic is representative of an uncertain economic circumstance that activates stakeholder information searches, and thus in which social media platforms strengthen rather than weaken stakeholder influence. Finally, in a focus group, Yoon et al. (2021) investigated what organizations and supervisors can do to support employee career development during the pandemic. They concluded that organizations and supervisors can take care of basic needs, facilitate development, develop and maintain networks, facilitate adaptions to change, communicate effectively, facilitate work engagement and productivity, and support career transitions.

A fourth set of articles examined macro impacts. Here COVID-19 set the context, but the studies did not frame the pandemic as an independent variable per se. Studies in this group include a focus on the impact of organizations' efforts to mitigate the crisis (mask mandates and restaurant closures were particularly effective, but closures of spas and low-risk businesses were counterproductive- Spiegel & Tookes, 2021) . Hotels that volunteered to operate as quarantine facilities in South Korea used all four levels of Carroll's, 1991 CSR pyramid according to perceptions of stakeholders, such as employees, government officials and the public (Choi & Choi, 2021) . Other researchers found that firms with better social performance communicated more stakeholder-oriented actions only when they belonged to industries that had not been severely impacted by the pandemic (Baboukardos et al., 2021) and that even given the pandemic, the socially responsible behavior of an agricultural company remained (Živkovi c et al., 2021). Social justice served as a moderator between a company's brand image and the motives attributed to a company's CSR (philanthropic) activity during the pandemic (Balqiah et al., 2021) , with both brand image and positive attributions of CSR enhancing company performance. COVID-19 underscored the value of socially committed work (social entrepreneurship) (Higgins-Desbiolles & Monga, 2021) and that public knowledge of celebrity corporate leaders' (e.g., Bill Gates and Jack Ma) CSR donations to mitigate COVID-19 impacts can enhance the reputation of the origin country (Kim & Ji, 2021) . Curran et al. (2020) developed a framework to explore corporate nonmarket strategies that includes CSR and corporate political activity to address the backlash regarding the merits of trade and globalization wrought by COVID-19. Van der Wal (2020) identified three competencies paramount for public managers during crises: stakeholder engagement and communication to manage stakeholder allegiances, political astuteness to be able to speak truth to power, and collaborative capacity to engage in collaborative public management. Roberts et al. (2021) argued that COVID-19 provides forewarning to further encroachment between natural capital and humans that can impact humans detrimentally. McWilliams et al. (2021) focused on how COVID-19 set the stage to justify why emergency management agencies need to invest in strategic partnerships and effective resource management. Arora and Chakraborty (2021) found that COVID-19 provided a context for illustrating the range of exemplar actions that market entities can exhibit during disaster management. And Bhattacharyya et al. (2021) showed that the individual context-the characteristics of the individuals in society-affects the type of CSR activities that should be used to produce positive outcomes for the organization and society.

In the last group of articles, the pandemic itself caused scholars to question extant theories. For example, Lipshaw (2020) put forth a descriptive stakeholder argument (without labeling it as such) that, as evidenced during the crisis, organizations often put multiple constituencies ahead of shareholders. Forcadell and Aracil (2021) found that extreme events stall progress toward social sustainability. Bapuji et al. (2020) argued that COVID-19 laid bare extant social inequalities. Casalegno et al. (2020) argued that the pandemic made clear the need to strengthen the relationship-based view of the circular economy. Related, Hassan et al. (2021) argued that the pandemic exposed business' lack of awareness of non-financial activities, especially related to biodiversity. They called for the need to enhance the quality of reporting by considering nonhuman elements, make it more comprehensive for multiple stakeholders, and for companies to adopt a circular economy approach. And, finally, in a particularly provocative article, Crane and Matten (2021) argued that COVID-19 challenged the four key areas of extant CSR assumptions: stakeholders, societal risk, supply chain responsibility, and political economy of CR. And, in fact, the experience of the pandemic called for the need to "repurpose business to truly attend to social needs and goals" ($p. 281).

To add to this burgeoning literature, we received 50 submissions in response to our call for papers. Of these, we accepted eight articles and invited three essays. These represent a balance of qualitative, quantitative, and conceptual pieces, and examine historical relevance and current impacts.

In three invited essays, prominent scholars Bryan Husted, Ian Mitroff, and Sandra Waddock reflect on the pandemic. Dr. Husted argues that business and society scholarship has largely ignored the impacts of business decisions on health. In this essay, he argues for the need to include health in all business and society studies. Indeed, our review of the extant business and society literature supports his assertion. Dr. Husted (2022) advances three lines of potential inquiry: connecting inquiry through extant literature on emerging infectious diseases, through commercial determinants of health (e.g., think obesity), and through history and geography to understand, for example, how the slave trade enabled the spread of yellow fever from Africa to America (Harrison, 2012) . Somewhat differently, Dr. Mitroff (2022) , a progenitor of the crisis management field, reflects on its incompleteness in light of the pandemic. Notably, "public health" was absent from early lists of crises (e.g., Mitroff, 2003, p. 61) . Moreover, COVID-19 was not only a public health crisis, but launched an economic crisis, a supply chain crisis, an education crisis, a nursing home crisis, and so on. Thus, it is imperative that crisis management scholars think systemically; crises need to be assessed through society's basic functions and institutions. Lastly, Dr. Waddock (2022) argues that the pandemic has highlighted the emergence of transformation catalysts (TCs) that use a systems-based approach to precipitate fundamental change. TCs help efforts to create next economies that will "reframe the purpose of business … toward goals of flourishing and wellbeing for all of life's beings …".

The included manuscripts represent elements of all the themes derived from our review of the extant literature except, interestingly, theme 1.

As an example of theme 2 research, in COVID-19 and Credit Unions, Al-Zyoud and Eduardo Ordonez-Ponce (2022) examine the actions Canadian Credit Unions took in response to COVID-19; they assessed these actions in terms of reactive, defensive, accommodating, or proactive (RDAP) responses. They conclude that the RDAP model is not effective for issues such as COVID-19; "[O]nce unexpected and game-changing crises appear, organizations cannot deny or fight responsibility, do less than what is required or expected, or [not have] their managers … get involved at all".

As an example of theme 3 research, In One Size Does NOT Fit All, Daniels et al. (2022) consider workers' perceived organizational support during a pandemic. In this mixed method study, the authors found that employees working outside the home and furloughed workers perceived they received lower-quality support than did employees working remotely. While some employees sought a safer work environment, others wanted more frequent communication and/or reassurance about job security and pay. The authors conclude that leaders need to customize the needs of specific groups to better prepare for future crises.

In Transnational Migration Entrepreneurship During a Crisis: Immediate Response to Challenges and Opportunities Emerging Through the COVID-19 Pandemic, Harima (2022) investigates how the pandemic has affected entrepreneurs' cross-border mobility. In an exploratory study of 23 transnational migrant entrepreneurs, who are largely based in Germany, Harima identified three patterns of entrepreneurial responses: (1) balancing between multiple institutions; (2) mobilizing transnational social capital; and (3) adapting transnational value creation. The author advocates for additional research to better understand the pandemic's impact on conventional transnationalism.

In Changes in Business Students' Value Orientations After COVID-19: An Exploration, Town et al. (2022) explicate the impact of COVID-19 as an example of an "unprecedented collective trauma" (Stanley et al., 2021) on B-school students' value changes. Relying on Rokeach's seminal value survey, they found that students reported greater attention to social and competence values compared with personal and moral values. They speculate that this uptick in social values focus bodes well for organizations, given that business school students, trained to hold leadership positions, may make more socially-conscious decisions as a result. And that these students aim to be "more capable of navigating the complexities they face".

For theme 4, in Promoting Virtual Informal Learning, Zajac et al. (2022) present practical advice for organizational leaders, for "responsibilities organizations have to promote the public good during COVID-19." They sought to highlight the fact that "learning and development should not be neglected during times of crisis because it is so crucial not only to individual and organizational adaptability and success, but also by extension to society (i.e., the beneficiaries of organizations' goods and services)".

Relevant to theme 5, in Rising From Ashes, Nava (2022) provides a conceptual paper that distinguishes between disaster responses types and organizational learning. Responses to COVID-19 illustrates how organizations can develop resilience and learn to emerge stronger after such events. The key contribution of this article is how it integrates organizational learning literature with that of resilience to distinguish three different organizational responses post disasters: resilience, learning from disasters, and learning through disasters.

Lastly, also examples of theme 5, two articles address historical and ethical perspectives of pandemics. In Responding to Crisis: WW2, COVID-19, and the Business School, Pattit and Katherina Pattit (2022) provide lessons from business school responses to World War II to advocate for a "best case" response to Covid-19. The authors use the history of the Harvard Business School to provide lessons for how business schools can better prepare students for crises, and redefine the purpose of business schools, in the wake of COVID-19.

In Ethics of U.S. Government Policy Responses to the COVID-19 Pandemic: A Utilitarianism Perspective, Herron and Manuel (2022) review U.S. government fiscal, regulatory, and monetary responses to the COVID-19 pandemic. They conclude that "utilitarian analyses of balancing infection rates and economic impacts must be supplemented with Kantian principles of not treating people as a means to an end, balancing the protection of individual freedoms with the good of society, and protecting vulnerable groups".

In our original call for papers, we urged great latitude in the type of research submitted, and encouraged insight from outside the U.S. Articles could examine individual moral responsibility, organizational responsibility, societal responsibility, or systemic responsibility. Articles could examine primary impacts as well as ripple effects. Articles could examine how business models change to incorporate a socially responsible response in a post-COVID-19 environment, or whether organizations would experience posttraumatic stress (Williams & Williams, 2020) .

In this special issue, the submitting authors responded to this call. These articles ranged from the examination of individual moral responsibility (changes in B school orientations), to how it affected particular stakeholders (i.e., workers, transnational entrepreneurs, and students), the need to promote virtual learning, and, interestingly, the questions the pandemic raised about extant theories (crisis management theory) and institutions (the business school; US Government).

Future research can extend this work to examine prominent Business & Society theories, such as stakeholder theory, through the lens of COVID. It can examine specific issues, such as government mandates for companies to require vaccinations (which, in the United States, was recently blocked by the U.S. Supreme Court in a 6-3 decision, Liptak, 2022) and/or the U.S. governments' requirement that members of the military be vaccinated or be terminated from the service. These thoughts suggest that health-as Dr. Husted and Dr. Mitroff note-should become a central pillar of CSR or a dimension that we assess as part of firms' CSR activities to potentially create a transformational catalyst (Waddock, 2022) in the process of realizing fundamental change.

ORCID Nancy B. Kurland https://orcid.org/0000-0002-8938-9600 Erica Steckler https://orcid.org/0000-0001-8377-9467 ENDNOTE

Understanding employee responses to COVID-19: A behavioral corporate social responsibility perspective

Corporate social responsibility in the wake of COVID-19: Multiple cases of social responsibility as an organizational value

Do assurance and assurance providers enhance COVIDrelated disclosures in CSR reports? An examination in the UK context

COVID-19 and credit unions

The role of for-profit firms in disaster management: A typology

Unpacking strategic corporate social responsibility in the time of crisis: A critical review

Social performance and social media activity in times of pandemic: Evidence from COVID-19-related Twitter activity. Corporate Governance: The International Journal of Effective Board Performance

Does CSR matter in times of crisis? Evidence from the COVID-19 pandemic

Customer attribution toward corporate social responsibility: The importance of social justice in COVID-19 donation

Corona crisis and inequality: Why management research needs a societal turn

The strategic value of corporate social responsibility (CSR): The present and future of its management

Ethical decision making and organizational evaluation of in-kind versus funding-based corporate social responsibility initiatives; COVID-19 context study of organizational egoism

Corporate social responsibility (CSR) and the COVID-19 pandemic: Organizational and managerial implications

The pyramid of corporate social responsibility: Toward the moral management of organizational stakeholders

Employee perceptions of hotel CSR activities during the COVID-19 pandemic

Tourists' outbound travel behavior in the aftermath of the COVID-19: Role of corporate social responsibility, response effort, and health prevention

COVID-19 and the future of CSR research

Mobilizing against the antiglobalization backlash: An integrated framework for corporate nonmarket strategy

One size does not fit all

Corporate immunity to the COVID-19 pandemic

Non-traded goods, firm dynamics and wages in a service economy

An empirical analysis: Did green supply chain management alleviate the effects of COVID-19?

A purpose-action framework for corporate social responsibility in times of shock

Corporate social responsibility during unprecedented crises: The role of authentic leadership and business model flexibility

Towards a new typology of crises

Transnational migration entrepreneurship during a crisis: Immediate response to challenges and opportunities emerging through the COVID-19 pandemic

Contagion: How commerce has spread disease

The future of non-financial businesses reporting: Learning from the Covid-19 pandemic

The impact of Covid-19 pandemic on corporate social responsibility and marketing philosophy

Ethics of U.S. government policy responses to the COVID-19 pandemic: A utilitarian response

Transformative change through events business: A feminist ethic of care analysis of building the purpose economy

Donate to help combat COVID-19!" How typeface affects the effectiveness of CSR marketing?

Rethinking capital structure decision and corporate social responsibility in response to COVID-19

Impact of COVID-19 on stock price crash risk: Evidence from Chinese energy firms

Business and health: A research agenda post-COVID-19

CSR in corona time

Corporate social responsibility as an effective promotional tool for the Malaysian halal certified companies in the era of Covid-19

Takin' care of small business: The rise of stakeholder influence

Profound change: The evolution of ESG

Positive ripple effects of corporate leaders' CSR donations amid COVID-19 on corporate and country reputations: Multi-level reputational benefits of CSR focusing on Bill Gates and Jack Ma

Corporate governance and COVID-19: A literature review. Corporate Governance: The International Journal of Effective Board Performance

Delivering warmth and expediting love: Just-in-time CSR in the midst of COVID-19 mega disruption

The false dichotomy of corporate governance platitudes

Supreme court blocks Biden's virus mandate for large employers

The influence of the corporate social responsibility disclosures on consumer brand attitudes under the impact of COVID-19. Frontiers of Business Research in China

Effects of agritourism businesses' strategies to cope with the COVID-19 crisis: The key role of corporate social responsibility (CSR) behaviours

An ethical perspective of business CSR and the COVID-19 pandemic

Facing a global crisis-How sustainable business models helped firms overcome COVID. Corporate Governance: The International Journal of Effective Board Performance

Emergency management agents value assessment of public private partnerships

Telework operationalization through internal CSR, governmentality and accountability during the Covid-19: Evidence from a developing country

Crisis leadership: Planning for the unthinkable

Making strange connections: The challenge of crisis management

Responsible management education (RME) post COVID-19: What must change in public business schools

Responsible management education in time of crisis: A conceptual framework for public business schools in Egypt and similar middle eastern context. Public Organization Review

Toward a strategic approach to studying COVID-19 pandemic

Rising from ashes

Responding to crisis: WW2, COVID-19, and the business school

The importance of high-quality data and analytics during the pandemic

CSR during COVID-19: Exploring select organizations' intents and activities. Corporate Governance: The International Journal of Effective Board Performance

Corporate accountability towards species extinction protection: Insights from ecologically forward-thinking companies

Corporate social responsibility during the COVID-19 pandemic: A sequential mediation analysis

Impact of the COVID-19 pandemic on environmental awareness, sustainable consumption and social responsibility: Evidence from generations in Brazil and Portugal

Business restrictions and COVID-19 fatalities

Collective emotion during collective trauma: A metaphor analysis of the COVID-19 pandemic

Changes in business students' value orientations after COVID-19: An exploration

Covid-19: The role of global clothing brands/retailers in vaccinating and providing financial aid to the RMG workers in Bangladesh

Being a public manager in times of crisis: The art of managing stakeholders, political masters, and collaborative networks

Before and after the outbreak of Covid-19: Linking fashion companies' corporate social responsibility approach to consumers' demand for sustainable products

Catalyzing purposeful transformation: The emergence of transformation catalysts

Corporate social responsibility research in the Journal of Management Studies: A shift from a business-centric to a society-centric focus

Posttraumatic stress in organizations: Types, antecedents, and consequences

Business strategies responding to COVID-19: Experience of Chinese corporations. Corporate Governance: The International Journal of Effective Board Performance

Xylem supports UNICEF's Covid-19 response

Kindness is rewarded! The impact of corporate social responsibility on Chinese market reactions to the COVID-19 pandemic

Brand authenticity, employee experience and corporate citizenship priorities in the COVID-19 era and beyond

Mechanisms for hopeful employee career development in COVID-19: A hope-action theory perspective

Workers' perceptions of CSR practices: Analysis of a textile organization in Pakistan

Promoting virtual informal learning

Corporate responses to COVID-19: A nonmarket strategy approach

COVID-19 and sustainability reporting: What are the roles of reporting frameworks in a crisis?

Social responsibility of agrocomplex enterprise/companies in times of crisis

Business and society in the age of COVID-19: Introduction to the special issue