This website uses cookies to distinguish you from other users. This helps us to provide you with a good user experience and also allows us to improve our website. Privacy & Cookies Policy
Donal Crilly
Associate Professor of Strategy and Entrepreneurship
BA (Dublin City) MBA (Hitotsubashi) PhD (INSEAD) PhD (UCL)
Giá máy bắn cá
Dr Donal Crilly’s research interests include stakeholder theory, managerial cognition, and intertemporal choice. His work has been published in journals such as the Academy of Management Journal, the Strategic Management Journal, Organization Science, and the Journal of International Business Studies.
Currently Associate Professor of Strategy and Entrepreneurship at London Business School, Donal Crilly is Associate Editor at the Strategic Management Journal, and an editorial board member of the Academy of Management Journal, the Academy of Management Review, the Journal of International Business Studies, and Strategic Organization.
Dr. Crilly holds a BA (Dublin) MBA (Hitotsubashi) PhD (INSEAD) (UCL)
- dcrilly@london.edu
- +44 (0)20 7000 8737
- Donal Crilly CV
Research Award
-
Finalist for Temple Best Paper Prize, Academy of International Business 2011 (and winner of best paper in governance and institutions track)
-
Winner, Newman Award for best paper based on recent dissertationGiá máy bắn cá, Academy of Management, 2010
-
Finalist for Best Paper Prize, Strategic Management Society, Cologne, 2008
- Stakeholder theory
- Managerial cognition
- Boundaries of the firm
- Corporate social responsibility
2020
Capturing causal complexity: heuristics for configurational theorizing
Giá máy bắn cáFurnari S; Crilly D; Misangyi V F; Greckhamer T; Fiss P C; Aguilera R
Giá máy bắn cáAcademy of Management Review 2020 Online first
Reactivity to sustainability metrics: A configurational study of motivation and capacity
Slager R; Gond J-P; Crilly D
Business Ethics Quarterly 2020 Online first
Stakeholder engagement strategies, national institutions, and firm performance: a configurational perspective
Gupta K; Crilly D; Greckhamer T
Giá máy bắn cáStrategic Management Journal 2020 Vol 41:10 p 1869-1900
Why Do Banks Favor Employee-Friendly Firms? A Stakeholder–Screening Perspective
Qian C; Crilly D; Wang K; Wang Z
Giá máy bắn cáOrganization Science 2020 Accepted
2019
Behavioral stakeholder theory
Crilly D
Giá máy bắn cáin Harrison J S; Barney J B; Freeman R E and Phillips R A (eds.), The Cambridge handbook of stakeholder theory, Cambridge University Press, 2019.
Non-profit organizations as a nexus between government and business in emerging markets: evidence from Chinese charities
Zheng W; Ni N; Crilly D
Strategic Management Journal 2019 Vol 40:4 p 685-684
2017
Embracing causal complexity: the emergence of a neo-configurational perspective.
Misangyi V; Greckhamer T; Furnari S; Fiss P; Crilly D; Aguilera R
Journal of Management 2017 Vol 43:1 p 255-282
Time and space in strategy discourse : implications for intertemporal choice
Crilly D
Strategic Management Journal 2017 Vol 38:12 p 2370-2389
2016
Do no harm versus do good social responsibility. Attributional thinking and the liability of foreignness
Crilly D; Ni N; Jiang Y
Strategic Management Journal 2016 July Vol 37:7 p 1316-1329
Grammar of decoupling: A cognitive-linguistic perspective on firms’ sustainability claims and stakeholders
Crilly D; Zollo M; Hansen M
Academy of Management Journal 2016 Vol 59:2 p 705-729
How do firms manage strategic dualities? A process perspective
Giá máy bắn cáBirkinshaw J M; Bouquet C; Crilly D; Lee S
Academy of Management Discoveries 2016 Vol 2:1 p 51-78
2014
Autonomy or control? Organizational architecture and corporate attention to stakeholders
Crilly D; Sloan P
Giá máy bắn cáOrganization Science 2014 Vol 25:2 p 339-355
The stakeholder enterprise: Caring for the community by attending to employees
Ni N; Qian C; Crilly D
Strategic Organization 2014 Vol 12:1 p 38-61
2013
Corporate social responsibility: A multi-level explanation of why managers do good.
Crilly D
Giá máy bắn cáResearch in the Sociology of Organizations 2013 Vol 38 p 181-204
Recasting enterprise strategy: Towards stakeholder research that matters to general managers
Crilly D
Giá máy bắn cáJournal of Management Studies 2013 Vol 50:8 p 1427-1447
2012
Enterprise logic; Explaining corporate attention to stakeholders from the 'inside-out'
Crilly D; Sloan P
Strategic Management Journal 2012 Vol 33:10 p 1174-1193
Faking it or muddling through? Understanding decoupling in response to stakeholder pressures
Crilly D; Zollo M; Hansen M T
Academy of Management Journal 2012 Vol 55:6 p 1429-1448
2011
Cognitive scope of the firm: explaining stakeholder orientation from the inside-out
Crilly D
Giá máy bắn cáBusiness and Society 2011 Vol 50:3 p 518-530
Predicting stakeholder orientation in the multinational enterprise: A mid-range theory
Crilly D
Journal of International Business Studies 2011 Vol 42:5 p 694-717
2008
The psychological antecedents to socially responsible behavior
Crilly D; Schneider S C; Zollo M
Giá máy bắn cáEuropean Management Review 2008 Vol 5:3 p 175-190
2017
Talk is not always cheap: what firms say, how they say it, and social performance
Crilly D; Ioannou I
Social Sciences Research Network
The distributional properties of firm response to social and environmental issues
Mohliver A; Crilly D; Chang S
Giá máy bắn cáWorking Paper
Teaching portfolio
Giá máy bắn cáOur teaching offering is updated annually. Faculty and programme material are subject to change.
-
Masters Degrees core courses
Giá máy bắn cá A key part of our Masters programmes curriculum.
View courses Show lessShow less-
Corporate Governance and Stakeholder Relations
"Consider your future as a senior executive, board member, owner or stakeholder in the changing landscape of corporate governance and stakeholder relations. The course adopts an explicitly political perspective, showing how different players inside and outside a firm work to shape leadership and strategy. "
-
Corporate Governance and Stakeholder Relations
-
Masters Degrees electives
Optional courses providing a deep dive into specialist areas.
View electives Show lessShow less-
Global Strategy
National borders matter for how firms develop and conduct their strategy. The point of departure for Global Strategy is that differences exist between countries and that these differences have implications for how firms strategize when they operate across borders.
Giá máy bắn cáLearn to identify these differences, how to measure them, and what they mean for fundamental decisions such as entering new markets and designing the global footprint of a firm's operations. Gain familiarity with some major public databases (e.g. POLYCON, Economic Freedom of the World Index, CAGE).
This course is relevant for anyone who intends to pursue a managerial career in a multinational corporation as well as anyone who will have to assess the strategies of multinational corporations in consulting and finance.
PROGRAMMES WITH THIS ELECTIVE
-
Global Strategy
-
Show less
-
Basic Readings in Business
Basic Readings in Business
-
Basic Readings in Business
-
Executive Education
Short programmes offering academic excellence, global focus and exceptional diversity of perspective.
View programmes Show lessShow less-
Developing Strategy for Value Creation
"Making a real difference by defining how your business operates is an extraordinary task requiring focus and action. Developing Strategy for Value Creation will equip you with creative ways to break the rules that most businesses take for granted and opportunties to develop new sources of value." - Executing Strategy for Results
-
Developing Strategy for Value Creation