Strategic Responses to Grand Challenges: Why and How Corporations Build Community Resilience

Ralph Hamann (), Lulamile Makaula (), Gina Ziervogel (), Clifford Shearing () and Alan Zhang ()
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Ralph Hamann: University of Cape Town Graduate School of Business
Lulamile Makaula: University of Cape Town Graduate School of Business
Gina Ziervogel: University of Cape Town
Clifford Shearing: University of Cape Town
Alan Zhang: University of Cape Town Graduate School of Business

Journal of Business Ethics, 2020, vol. 161, issue 4, No 7, 835-853

Abstract: Abstract We explore why and how corporations seek to build community resilience as a strategic response to grand challenges. Based on a comparative case study analysis of four corporations strategically building community resilience in five place-based communities in South Africa, as well as three counterfactual cases, we develop a process model of corporate practices and contingent factors that explain why and how some corporations commit to community resilience building and whether they try to do so directly or indirectly. We thus help explain corporations’ strategic contributions to community resilience, and we emphasise the role of place-specific resources, social-ecological system viability, and limited statehood in motivating such organisational responses to grand challenges.

Keywords: Community resilience; Grand challenges; Corporate strategy; Social-ecological systems; Africa (search for similar items in EconPapers)
Date: 2020
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Citations: View citations in EconPapers (7)

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DOI: 10.1007/s10551-019-04345-y

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