Thijs H.J. Geradts's research while affiliated with Maastricht University and other places
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Publications (7)
Social entrepreneurs are heralded for tackling entrenched social problems by approaching innovation, resource allocation, and the management of uncertainty in ways that escape the ability of established organizations. Although social entrepreneurship is manifested through the founding of new organizations or as entrepreneurial action inside establi...
Entering the Economic Base of the Pyramid (BoP) is often portrayed as an effective way for multinational corporations (MNCs) to grow and alleviate poverty, yet only few MNCs succeed. Although scholars have suggested that emotional arguments may be critical in motivating MNCs to engage at the BoP, it has remained unexplored how managers who develop...
Article published in Stanford Social innovation Review:
Corporations can achieve greater environmental and financial performance by developing circular business models that apply the right practical strategies. To transition to the circular economy, corporations need to adopt a more holistic approach that includes the four circular business model...
Faced with mounting challenges and pressure from governments, NGOs, investors, and employees to be more aware of the environmental and social impacts of business activities, many companies are attempting to tap into the creativity and entrepreneurial potential of their employees, encouraging them to develop new products, services, or business model...
Sustainable business model innovation (SBMI) in large multinational corporations is increasingly perceived as a key driver for competitive advantage and corporate sustainability. While the SBMI literature acknowledges that corporations require dynamic capabilities to innovate their business model for sustainability, the role of organization design...
Paper presented at Academy of Management but currently under review.
Citations
... Opportunity recognition is also essential in developing successful SE activities. So far, only a few studies have included this as a pre-condition for SEI (Hockerts 2017), with a lack of understanding of how it is developed and how social entrepreneurs recognise and exploit social opportunities (Zahra et al. 2009;Geradts and Alt 2022). ...
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... models, the present study aims to reveal applications of circular building strategies with a higher level of maturity that are usable in practice. We also include the regeneration strategy as an emerging and important resource approach, in addition to slowing, closing and narrowing the resource loops (Bocken and Geradts, 2022;Çetin et al., 2021;Konietzko et al., 2020). The narrower geographic focus (i.e., Europe-wide) and assessment level (i.e., building and product level) of the reviewed studies are considered useful to create a more homogenous sample for comparison, as also suggested by Gallego-Schmid et al. (2020). ...
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... Organizations are needed to develop dynamic capabilities in their employees to cultivate leadership skills in them so they can perform according to the required conditions (Bocken & Geradts, 2020). ...
... For its part, social intrapreneurship is a topic little addressed in research agendas. It can be understood as the act of intrapreneurship that leads established companies to take advantage of and help with opportunities favouring society, positively impacting it (Alt & Geradts, 2019). Its outstanding feature is that it has the virtue of being able to connect profitable profit opportunities in social solutions with positive results, both in the social core involved and for the company (Conger et al., 2018); a topic that, in recent years, has generated interest to researchers (Kuratko et al., 2017), this is how these authors examine the social value that originates the actors and the consequences of these actions for companies. ...
... Cradle-to-Cradle (McDonough & Braungart, 2003) et la conception régénérative (regenerative design) (Lyle, 1996) (Bocken & Geradts, 2019;Braungart, Bondesen, Kälin, & Gabler, 2008;McDonough & Braungart, 2010;Walter Stahel, 1994. (Stahel, 2016). ...
... Such transformation processes often encounter resistance from selected employees, who may slow down profound strategic changes (Lapointe and Rivard, 2005;Niemand et al., 2021). As pressure to address sustainability issues increases (Geradts and Bocken, 2019), our results can provide firms with good arguments to convince employees to adopt these technologies, and thus help drive digitalization processes forward more quickly. ...
