In 2011, lawyers for the Chevron Corporation filed a civil suit against an aqueous geochemist under federal racketeering and corruption laws. They claimed that the geochemist and her colleagues had ghostwritten significant portions of a report attributed to a court-appointed expert in Ecuador, although the accusation was subsequently withdrawn. The original case addressed the environmental impact of Chevron’s operations in lowland Ecuador, the subject of a $9 billion judgment against the oil company. This article treats legal transcripts and depositions as examples of life writing to examine the contribution of experts to environmental litigation. It adds to recent scholarship on the instability of scientific authorship by comparing different forms of ghostwriting. Whereas the pharmaceutical industry employs ghostwriters to conceal the potentially harmful consequences of its products, the scientists contributing to the case against Chevron sought to make the company’s environmental impacts visible. The company undermined confidence in the legal proceedings in Ecuador by criticizing the experts for the plaintiffs rather than their data, preventing people whose lives and livelihoods have been affected by oil contamination from collecting the judgment against Chevron. This corporate strategy may have a chilling effect on the willingness of environmental scientists and other expert witnesses to provide evidence against powerful corporations. There is a need for better accounting of scientific research undertaken in support of environmental litigation, especially given the high stakes of legal contests like this one, in which corporate fortunes, human lives, and the fate of the environment are contingent on their technical expertise.

We use attribution theory to show that firms that make more internal attributions to positive performance outcomes engage slack resources more freely for corporate entrepreneurship (CE) than firms that make fewer of such attributions. In addition, we show that the way in which companies make external attributions to performance outcomes moderates this relationship. To examine this empirically, we explore how top management teams discuss the factors that contribute to firm performance. Specifically, we look at attributions provided in the Management's Discussion and Analysis section of the annual reports of 144 pharmaceutical firms over a 2-year period. In line with our predictions, we find that greater internal attribution to positive performance outcomes leads to increased use of slack resources for CE. Furthermore, we find that this effect is stronger when firms make more external attributions to negative performance outcomes than positive performance outcomes.

In 1989, Edgar Woolard began his tenure as chief executive of the chemical giant DuPont by calling for a new “corporate environmentalism.” DuPont has changed dramatically since then to become more environmentally sustainable, but the company still has a poor record in some areas. The sustainability push also had mixed financial consequences. Though eco-efficiencies saved DuPont billions of dollars, the effort to create more sustainable engines of corporate growth failed to meet Wall Street expectations. The DuPont story offers important insights into the difficulties of greening an established industrial enterprise.

The role of corporations in the U.S. political process has received increased scrutiny in the wake of the U.S. Supreme Court's Citizens United decision, leading to calls for greater regulation. In this paper, we analyze whether policies mandating greater disclosure and shareholder approval of political contributions reduce risk and increase firm value, as proponents of such rules claim. Specifically, we examine the Neill Committee Report (NCR), which led to the passage of the United Kingdom's Political Parties, Elections, and Referendums Act 2000 mandating new disclosure and shareholder approval rules. We find that politically active firms did not benefit from the NCR in the days after its release and suffered a decline in value in the months and years that followed. Politically active firms also suffered an increase in risk, as proxied by stock return volatility, following the release of the NCR. We theorize that these findings are due to the reduced flexibility these rules impose on corporate strategy as well as the potential for these rules to facilitate political activism against corporations.

This article analyzes the competitive strategies of Odense Steel Shipyard between 1918 and 2012 and challenges existing scholarship on competition in global industries. Until the 1980s, the yard adopted typical strategies in shipbuilding, starting with cost leadership and subsequently adopting global segmentation and differentiation strategies. From the mid-1980s, however, it successfully followed a unique national responsiveness strategy, which scholars including Dong Sung Cho and Michael E. Porter had ruled out in shipbuilding. The article shows how shipyard owners shaped strategies and influenced competitiveness.

An increasing number of firms are engaging in social and environmental initiatives beyond their core business activities. While much has been written about why business should spend resources on social and environmental causes, relatively few studies have systematically addressed the question of why certain companies actually do engage in such activities. A notable exception is literature on the ‘business case’ for corporate social responsibility, which argues that good social and environmental performance will positively affect a company's financial results. The evidence on this link, however, is mixed. Even if there is an economic rationale, it is not clear why some companies engage in social activities while others do not. And, why do many more companies today ‘see’ the business case than in the past? This paper maps out the theoretical terrain exploring this question and categorizes the various existing explanations for corporate social engagement.

This paper analyses the application of competition policy regulation and its effect on market conduct and performance through the case study of communication satellite broadcasting in Japan. Focusing on structural regulations such as vertical separation and conduct regulations such as open access, this paper questions whether regulations have effectively led to contestable markets by examining the shareholding relationships of major player SKY PerfecTV. Findings presented here suggest that regulation designed in principle to achieve performance-oriented goals of contestability and diversity actually impaired the functioning of the market and the ability of industry players to obtain an adequate return on investment.

The UN Guiding Principles on Business and Human Rights endorse a risk management perspective of human rights due diligence, which may create ambiguities with regard to the nature of risk and the objectives of risk management. By ‘human rights risk’ we understand a business enterprise’s potential adverse human rights impacts. Human rights risk can be contrasted to an enterprise’s ‘social risk’ which refers to the actual and potential leverage that people or groups of people with a negative perception of corporate activity have on the business enterprise’s value.

This article puts forward the argument that due diligence in respect of human rights risk is conceptually incompatible with the management of social risk, because social risk management and human rights due diligence vary at each step of the risk management process (risk identification, risk measurement and assessment, risk reduction measures). To resolve this incompatibility, an effective integration of human rights due diligence processes into corporate risk management systems would require an elevation of human rights respect to a corporate goal that determines corporate strategy.

The paper aims to investigate the relationship between strategy and structure in the high-technology enterprises. The study attempts to ascertain how chief executive officers perceive the impact of strategy on organizational structure, and likewise impact of structure on strategy, at two phases in the innovation process: the phase of innovation exploration; and the phase of innovation exploitation. The research was conducted in 61 high-technology companies based in Poland that operate either in Poland or in the global marketplace. The results show that, during the exploration of innovation, chief executive officers consider that the impact of organizational structure on strategy is stronger than the impact of strategy on structure. During the exploitation of innovations, the impact of strategy on structure is stronger.

Divestitures, understood as the parent company's disposal and sale of assets, facilities, product lines, subsidiaries, divisions and business units, are emerging as a central topic of research in several areas. Yet our understanding of these operations is still limited. For example, it is still not clear whether divestitures are merely a reflection of the economic cycle, a means to correct or reverse previous strategic decisions, or a proactive strategic option. Integrating literature in finance, strategy, and organisational behaviour, this paper offers a comprehensive picture of divesting modes, antecedents, mechanisms and outcomes of divestitures. It integrates empirical findings and theoretical contributions into a researchable whole, in order to identify common themes and gaps in existing research. The final objective of this analysis and review is to propose meaningful avenues for future research to improve knowledge on divestitures.

This paper explores the benefits and limitations of a valuation framework as a management tool within a general insurance operation. Two models are presented, one a model of the firm and the other an option valuation model, which together create a robust framework that enables management to analyse how different decisions would affect both the overall firm value and its distribution amongst investors. The model of the firm assists in understanding how key factors such as the momentum of a general insurance portfolio and the allocation of scarce resources affect the value of the firm. The second model, an option framework for corporate liabilities, highlights the critical distinction between the value of the firm and the value of investors' claims on the firm.