Verena Girschik

• PhD, Copenhagen Business School
• Professor (Assistant) at Copenhagen Business School

This doctoral dissertation aims to understand how companies realize corporate responsibility—both how they perform corporate responsibility in particular local contexts and how they negotiate understandings of what corporate responsibility means. It builds on an inductive case study of the Danish pharmaceutical company Novo Nordisk, a company known...

In the context of increasingly frequent climate-related disasters, this article examines whether and how private sector actors can participate in disaster response and work closely with established authorities. We adopt the concept of territoriality from human geography to explain why actors in authoritative positions may exclude others from partic...

Pushing for social change at work is frustrating and precarious. Many employee activists therefore seek support in communities that form around their aspirations and reside ‘between’ organizations. This article advances our understanding of how community participation shapes employee activists’ experiences of their change agency as they return to a...

Sustainable development requires sustainability transformations of (so far unsustainable) companies. Sustainability transformations of companies do not happen by themselves but are the result of individuals and groups who purposefully act for sustainability. It is individual managers and employees within an organization—so‐called “change agents for...

In their recent essay, Gond and Moser (2019) have proposed that micro-CSR research has the potential to “matter” and transform business practices as it engages closely with how individuals in companies work with and experience corporate social responsibility (CSR). But can micro-CSR research in its current form realize this transformative potential...

This article addresses intraorganizational pressures for organizational transformation toward more responsible business practices by exploring the role of internal activists. Building on the interactive framing perspective, I ask how internal activists develop a framing of their company’s responsibilities as they attempt to transform its business p...

This paper examines how companies manage their legitimacy in driving social change, drawing attention to how companies proactively negotiate their involvement with nonmarket actors. Building on the legitimacy‐as‐process perspective, I argue that companies construct the legitimacy of their involvement by engaging in relational work, i.e. by investin...

Open access: https://www.emeraldinsight.com/doi/full/10.1108/cpoib-02-2019-0015 // The purpose of this paper is to open up new lines of research into the engagement of corporations during humanitarian crises. The paper provides an introduction to core concepts in the delivery of humanitarian assistance, as well as a comprehensive overview of when...