An analysis of corporate environmental responsibility on the global corporate Web sites and their dialogic principles

This study investigated how corporations use their Web sites as a way of helping to build corporate environmental responsibility. A content analysis of 2008 Fortune Global corporate Web sites compared environmental concerns and the use of dialogic principles across three regions (i.e., Asia, Europe, and North America). Results show that about 71% of Web sites have a stand-alone environmental menu as a central location for environmental information, and that Europe is the highest, followed by North America and Asia. The environmental concerns of ‘resources/waste management’ and ‘climate changes’ are more commonly highlighted than are ‘ecosystem’ and ‘environmental governance.’ Furthermore, most Web sites do not fully employ dialogic features, regardless of region.     

Transnationalists and national networkers in the global corporate elite

Through a longitudinal network analysis of the interlocking directors of the world's 500 largest corporations (1996–2006), in this article I map continuities and changes in the social organization of the global corporate elite. I pursue two questions: (1) Can we trace the formation, within the elite, of a set of directors whose transnational interlocks form an inner circle of cosmopolitans? And (2) How does the regionalized character of global capitalism structure the global corporate elite in its national and transnational segments? Findings show that transnationalists have gained prominence within the global corporate elite and are firmly embedded in the network, through extensive ties to each other and to various national components. National networkers, despite thinning ranks and sparser interlocks, continue to form the backbone of the global corporate elite, and remain on balance nationally cohesive. Overall, despite modest accretions in participation from the semi‐periphery, and with the decline of the Japanese corporate network, the elite becomes centred even more strongly on the North Atlantic. With its growing regional cohesiveness, corporate Europe gains prominence within that heartland. This analysis helps specify the process of transnational capitalist class formation at its higher reaches.     

Top Management Team Internationalization and Firm-level Internationalization: The Moderating Effects of Home-region Institutional Diversity and Firm Global Focus

The factors that determine firms' levels of internationalization remain a focal area of international business research. Within this research stream, studies building on the upper echelons theory have investigated the influence of the demographic characteristics of the top management team (TMT) on firms' international expansion. However, the literature to date has overlooked the TMT's overall degree of internationalization as a key driver of firm-level internationalization. In our paper, we argue that by having self-selected into careers abroad, foreign TMT members by definition have a higher cognitive tolerance of foreignness than domestic TMT members do. We theorize that foreign TMT members' higher cognitive tolerance for foreignness enhances the overall TMT's level of international attention and international trust, thereby facilitating strategic decisions that favor firm-level internationalization. Additionally, we propose two key contingencies that attenuate this relationship: the institutional diversity of the firm's home region and the firm's global focus. Analysis of Fortune Global 500 firms supports the hypothesized relationship between TMT internationalization and firm-level internationalization, as well as the two moderation effects.     

Top incomes and human well-being: Evidence from the Gallup World Poll

The share of income held by the top 1 percent in many countries around the world has been rising persistently over the last 30 years. But we continue to know little about the relationship between the rising top income shares and human wellbeing. Using data from 24 countries and years ranging from 2005 to 2013 in the Gallup World Poll and the World Income Database, this study examines the relationship between top income share and different dimensions of subjective wellbeing. The results are mixed, with the negative relationship between top income shares and average life ladder being driven largely by the European sub-sample. For the European countries, we also document evidence that top income is statistically significantly associated with lower average enjoyment and being well-rested yesterday, and higher average stress and sadness yesterday. Overall, our findings suggest that, at least for individuals in Europe, an economic policy that increases national incomes may have significant crowding-out effect on aggregate evaluative wellbeing if it only increases the share of income at the very top of income distribution. More generally, our results highlight the complex relationships between income inequality and subjective wellbeing across different countries.     

Corporate responses to the COVID-19 pandemic by Fortune 500 companies

COVID-19 created a challenging environment both for businesses and individuals. Effects of the pandemic on companies had the potential to create negative public relations as entities attempted to deal with the worldwide crisis and to communicate their situation. Many companies were quick to provide information to customers and employees early in the pandemic about how they were responding to the crisis, while other companies provided limited immediate response to COVID-19. An examination of the top 300 companies listed in the 2020 Fortune 500 found that 186 of those companies communicated their status and plans in press releases posted from January 2020 through May 2020 regarding the COVID-19 pandemic. This study, based on Situational Crisis Communication Theory, qualitatively analyzed the releases via constant comparative method. The analysis resulted in four primary categories that dominated company releases: (1) In This Together, (2) Perseverance Through Strength, (3) We are Here for You, and (4) Fighting for the Team.