Dorothee Maria Winkler, Bern University of Applied Sciences

David Risi, Bern University of Applied Sciences

Christopher Wickert, Vrije Universiteit Amsterdam

Onna Malou van den Broek, Copenhagen Business School

Corporate Social Responsibility (CSR) has a long and influential history as one of the dominant paradigms in managing the business-society interface. For years, CSR has served as the normative and strategic blueprint for companies in managing growing societal expectations such as climate change, corruption, and inequality, fundamentally shaping corporate behavior across sustainability, ethics, and stakeholder engagement. Over the past decade, environmental, social, and governance (ESG) criteria seemed to be moving from the periphery to the center of attention for companies, and the formalization and legalization of CSR-related criteria have reinforced the importance of corporate responsibility and consolidated its position as a central area of concern for business firms.

Appel publié par Business & Society. Lire l'appel complet sur le site de l'éditeur. Fiche de l'appel sur kerostig.

Potential topics

• What responsibilities do firms assume when navigating heightened political and societal tensions?
• What does "responsible" corporate behavior mean in today's polarized global political economy?
• How is CSR evolving to address the complex moral and strategic challenges of an increasingly divided world?
• Do corporations counter populist and illiberal politics, or primarily align with dominant power structures?
• How do firms recalibrate ESG and CSR commitments while maintaining legitimacy across diverse stakeholders?
• Which role does CSR play in specific industries such as defense industrial complex, including defense-focused tech firms?
• To what extent has CSR enabled corporate political activity (CPA) that influences democratic governance in ways that advance corporate interests?
• How do new forms of "reverse CSR" or politically adaptive responsibility emerge?
• How does the geographical context influence the conceptualization of CSR?
• Is CSR diffusing from autocratic to democratic contexts as a tool of political signaling rather than social progress?
• How do the underlying philosophical and epistemological assumptions of CSR differ across contexts?
• How can established theoretical perspectives account for geopolitically fragmented CSR models?
• How can nationalistic or "Western populist" CSR be conceptualized in a priori democratic contexts?
• What theoretical frameworks need to be developed to account for the instrumentalization of CSR for national and geopolitical purposes?
• Which role does CSR play in contexts of violent conflict?
• How do security demands shape CSR's definition and scope?
• What new priorities emerge when CSR is applied in the defense industry, particularly regarding process vs. product dimensions?
• How do polarization, politicization, and securitization collectively shape CSR trajectories, and what role do businesses, governments, and other stakeholders play?
• How do businesses weigh and prioritize imperatives posed by polarization, politicization, and securitization, and how does this influence their CSR agendas?
• How do businesses recalibrate their CSR strategies to account for new and competing societal priorities?
• How do governments integrate these dynamics when devising or revising CSR regulations?
• Do we see emerging surveillance states arising from mutually beneficial collaborations between the defense-industrial complex (including tech firms) and governments?
• Do we observe any sidelining or dismantling of international institutions and cooperation structures established after the Second World War?
• How do societal stakeholders navigate this nexus when formulating expectations towards businesses and exerting pressure?

Timeline

• September 1, 2026: Deadline for extended abstract submission for paper development workshop
• October 5, 2026: Online pre-submission workshop (participation optional)
• August 1, 2027: Submission window opens
• August 31, 2027: Submission window closes

Huda Khan, University of Aberdeen

Hussain Rammal, Adelaide University

Pervez Ghauri, University of Birmingham

Zaheer Khan, University of Aberdeen

Martin Meyer, University of Vaasa

The United Nations' Sustainable Development Goals (SDGs), adopted in 2015, provide a comprehensive global agenda addressing critical social, economic, and environmental challenges, with the target of achieving these goals by 2030. These 17 interconnected goals range from eradicating poverty and ensuring quality education to combating climate change and fostering sustainable economic growth. As the global community works toward this ambitious target, the role of Multinational Enterprises (MNEs) has become increasingly vital. MNEs, with their significant financial resources, innovation capabilities, and extensive global reach, are uniquely positioned to contribute meaningfully to the realization of these global objectives. However, integrating the SDGs into business strategies presents considerable challenges, especially in light of evolving institutional, political, and social dynamics.

Appel publié par Business & Society. Lire l'appel complet sur le site de l'éditeur. Fiche de l'appel sur kerostig.

Potential topics

• MNEs' Evolving Role in the SDGs' Agenda: Achievements, Gaps, and Future Directions - How can MNEs evaluate their contributions to the SDGs and adjust their strategies to meet the 2030 targets? What opportunities and challenges will MNEs face post-2030 in continuing to support the SDGs' agenda? How can MNEs address the lagging targets of the SDGs in their operations?
• Managing ESG Backlash and its impact on MNEs' SDGs' Alignment - How does the ESG backlash impact MNEs' strategies for achieving the SDGs? In what ways do political and institutional pressures shape MNEs' SDG agendas? How can MNEs maintain their commitment to the SDGs amidst the growing scepticism toward ESG?
• Institutional Dynamics and MNEs' SDGs' Engagement - How do formal and informal institutional logics influence MNEs' strategies for addressing SDGs in different host countries? How do institutional voids in emerging markets shape MNEs' SDG engagement? What roles do institutional actors (governments, NGOs, civil society) play in shaping MNEs' SDG commitments?
• Business and Society Perspectives on MNEs and SDGs: Bridging IB and B&S Literature - How can IB literature inform B&S's understandings of MNEs' contributions to SDGs? How do MNEs reconcile profit motives with societal goals in their SDGs' strategies? What are the synergies between business model innovation and sustainable development in the context of the SDGs?
• Leveraging Global Value Chains for Sustainable Development - What practical strategies can MNEs adopt to integrate sustainability into their global value chains to meet SDGs' targets? What are the opportunities for MNEs to collaborate with supply chain partners on SDGs' initiatives? How can knowledge transfer across value chains improve SDGs' outcomes?
• Organizational Forms and Alliance for SDGs: Bridging IB and BAS Perspectives - How can MNEs and their partners in cross-sector alliances navigate the challenges of aligning values, beliefs, and power dynamics in SDG-driven initiatives? In what ways can partnerships between MNEs, governments, NGOs, and CSOs enhance the achievement of SDGs, particularly in areas such as inclusive development and climate action? What role do MNE headquarters play in supporting subsidiaries and local network partners to integrate global sustainability principles into their operations? How can MNEs collaborate with SMEs to achieve SDGs, and what benefits does this collaboration bring to local communities? How do strategic alliances contribute to the long-term sustainability of SDG initiatives, and what organizational forms are most effective in fostering these collaborations?
• Micro-foundations of MNEs' Engagement with SDGs: Motivations, Leadership, and Human Capital - How do the personal experiences and values of top management, including the CEO, influence MNEs' strategies for addressing the SDGs? What role does diversity, equity, and inclusion (DEI) play in shaping top management's engagement with sustainability goals and advancing SDGs? How do leadership styles and top management teams influence employee engagement with SDG initiatives within MNEs? What mechanisms within MNEs' governance structures support or hinder the integration of SDGs into business models, particularly in the areas of poverty eradication, climate action, and social equity? How do individual decision-makers contribute to business model innovations that advance SDGs, and how do these innovations affect the company's long-term sustainability efforts?

Timeline

• October 1, 2026: Submission window opens
• October 30, 2026: Submission window closes

Associate editors

• Maoliang Bu, Nanjing University