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Organizations, policy, and the natural environment: institutional and strategic perspectives
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  • 2010World Society, Institutional Theories, and the Actor823 cited
  • 2003A Neo‐Gramscian Approach to Corporate Political Strategy: Conflict and Accommodation in the Climate Change Negotiations*583 cited
  • 2008An institutional analysis of an e-government system for anti-corruption: The case of OPEN409 cited
  • 2002Strategic Responses to Global Climate Change: Conflicting Pressures on Multinationals in the Oil Industry398 cited
  • 2012Stakeholder Pressures as Determinants of CSR Strategic Choice: Why do Firms Choose Symbolic Versus Substantive Self-Regulatory Codes of Conduct?384 cited
  • 2014Firm Characteristics, Industry Context, and Investor Reactions to Environmental CSR: A Stakeholder Theory Approach311 cited
  • 2012Social Movements, Risk Perceptions, and Economic Outcomes286 cited
  • 2012Institutional pressures, dynamic capabilities and environmental management systems: Investigating the ISO 9000 – Environmental management system implementation linkage285 cited
  • 2003Industry self‐regulation and adverse selection: a comparison across four trade association programs284 cited
  • 2011Decoupling of Standard Implementation from Certification: Does Quality of ISO 14001 Implementation Affect Facilities’ Environmental Performance?268 cited
  • 2011Harmonization in CSR Reporting249 cited
  • 2008Organizational Fields: Past, Present and Future248 cited
  • 2013

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On Melting Summits: The Limitations of Field-Configuring Events as Catalysts of Change in Transnational Climate Policy
242 cited
  • 2006Global Versus Local CSR Strategies240 cited
  • 2008Corporate Motives for Social Initiative: Legitimacy, Sustainability, or the Bottom Line?239 cited
  • 2012Why Stakeholders Ignore Firm Misconduct234 cited