Business, Institutions and Policy research cluster

'Business and Society' theme

The Business and society research group is interested in how organisations impact policy and how policy impacts organisations in intended and unintended ways. The group is working on a range of projects that focus on how institutional practices change and how organisations learn. Drawing-on a plurality of disciplinary and methodological backgrounds from the macro to the micro level, the group has particular expertise in the areas of:

  • Reputation
  • Risk
  • Regulation
  • Policy
  • Learning

Selected publications

  • Doldor, E.; Sealy, R. & Vinnicombe, S. (2016). Accidental activists: headhunters as marginal diversity actors in institutional change towards women on boards. Human Resource Management Journal, 26(3), 285-303.
  • Terjesen, S. & Sealy, R. (2016). Board gender quotas: Exploring ethical tensions from a multi-theoretical perspective. Business Ethics Quarterly, 26(1), 23-65.
  • Sealy, R.; Doldor, E.; Vinnicombe, S.; Terjesen, S.; Anderson, D. & Atewologun, D. (forthcoming). Expanding the notion of dialogic trading zones for impactful research: The case of women on boards research. British Journal of Management, Special Issue.
  • Chakravarty, S., Fonseca, M.A., Ghosh, S. and Marjit, S. 2015. “Religious fragmentation, social identity and cooperation: Evidence from an artefactual field experiment in India.” European Economic Review. Forthcoming. doi:10.1016/j.euroecorev.2015.12.006
  • Chakravarty, S. and Fonseca, M.A. (2016). “Discrimination via Exclusion: An Experiment on Group Identity and Club Goods.” Journal of Public Economic Theory.
  • Chakravarty, S. and Fonseca, M.A. (2014). “The Effect of Social Fragmentation on Public Good Provision: An Experimental Study.” Journal of Behavioral and Experimental Economics 53, 1-9.
  • Charness, G., Cobo-Reyes, R., & Jiménez, N. (2014). Identities, selection, and contributions in a public-goods game. Games and Economic Behavior, 87, 322-338.
  • Hawkins, B. (2015) Ship-shape: Materializing leadership in the British Royal Navy. Human Relations, 68(6), 951-971.
  • Finlayson, D. and Harvey, W.S. (2016). The Importance of Followership and Reputation in an HR consulting firm. In Koonce, R., Bligh, M., Carsten, M. and Hurwitz, M. (Eds.) Followership in Action: Cases and Commentaries. Emerald Group Publishing Ltd., Bingley, UK.
  • Knight, E. and Harvey, W.S. (2015). Managing exploration and exploitation in creative organizations. Management Decision. 53(4): 809-827.
  • Harvey, W.S. (2015). Leadership, cultural and performance change in MeatPack. In Lattimore, S., McShane, A., Travaglione, M.O. and Travaglione, T. Organisational Behaviour on the Pacific Rim (5th edition). McGraw-Hill, New York, NY.
  • Harvey, W.S., Parry, S. and Vorbach, P. (2014). Managing Leadership and Cultural Change at Beak and Johnston: A Work in Progress. Global Business and Organizational Excellence, 33(6): 43-50.
  • Maloney, J. and Pickering, A.C. (2015), ‘Voting and the Economic Cycle, Public Choice, 162 (1): 119-133.
  • Piaskowska, D. and Trojanowski, G. (2014). Twice as smart? The importance of managers’ formative-years international experience for their international orientation and foreign acquisition decisions. British Journal of Management, 25(1), 2014, 40-57. DOI: 10.1111/j.1467-8551.2012.00831.x.
  • Piaskowska, D., Trojanowski, G., Ray, S. and Tharyan, R. (2014). Why TMT international experience and diversity may (not) improve acquisition performance? Conference paper.