Changes in corporate social responsibility activity during a pandemic: The case of COVID-19

This study examines the practice of corporate social responsibility (CSR) during COVID-19. Little is known about how organizations practice CSR during acute exogenous crises. Overlooking how CSR practices change during a crisis matters because organizations are compelled into trade-offs that carry implications for their CSR initiatives. Analysis of interview data with CSR managers, from 21 Dubai-based business organizations during COVID-19, uncovers changes in the content and process of CSR during the pandemic. The results show that the practice of CSR underwent a fundamental change in focus as organizations shifted to an employee-centric model of CSR and away from an environmental one. Measures placed on organizations and society to combat the pandemic also led to a recalibration of stakeholder and issue salience, with notable effects on CSR that challenge the capability of the power–legitimacy–urgency framework to anticipate these shifts. We consider the impacts associated with the shift in the content of CSR initiatives and process of their implementation and discuss the implications of the findings for CSR theory, research, policy, and practice. © 2023 The Authors. Business Ethics, the Environment & Responsibility published by John Wiley & Sons Ltd.

Managing and preparing for emerging infectious diseases: Avoiding a catastrophe

The extent and impact of neglected diseases has been well documented in the public health and medical science literature. However, from a strategic management and organizational perspective, there is a gap in understanding the complex relationships that underpin the functioning of product development partnerships (PDPs) in managing the drug development process. This paper focuses on (a) identifying the importance of PDPs in the development of new drugs for neglected and emerging infectious diseases and (b) identifying the key stakeholders and their relationships and (levels of) dependencies in PDPs through the resource dependence lens. Our model offers a unique perspective to the strategic alliance literature not only by showing the complex interrelationships among various stakeholders but also in highlighting power, trust, and governance as key challenges. Based on our extensive analysis of the literature and the contextualization of the recent novel coronavirus epidemic as a case, we offer conclusions and reflections from a management perspective on the ability of PDPs to mitigate risks related to neglected and emerging infectious diseases. © Academy of Management Perspectives 2020.