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Paradigm Shift or Business as Usual? Workers’ Views on Multi‐stakeholder Initiatives in Bangladesh
16 references·15 citing·37 second hop
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References

  • 2003Misery Loves Companies: Rethinking Social Initiatives by Business5,126 cited
  • 2002The competitive advantage of corporate philanthropy.1,993 cited
  • 2013The competitive advantage of corporate philanthropy1,817 cited
  • 2004Business Ethics: Corporate Responses to Scandal1,602 cited
  • 1998Focusing Events, Mobilization, and Agenda Setting1,055 cited
  • 2003The Competitive Advantage of Corporate Philanthropy1,049 cited
  • 2013The Promise and Limits of Private Power742 cited
  • 2007Corporate social responsibility: Doing well by doing good569 cited
  • 2007Do workers benefit from ethical trade? Assessing codes of labour practice in global production systems563 cited
  • 2005Globalization, Corporate Social Responsibility and poverty530 cited
  • 2013Corporate Social Responsibility in Global Value Chains: Where Are We Now and Where Are We Going?403 cited
  • 1997No Sweat: Fashion, Free Trade and the Rights of Garment Workers338 cited
  • 2017When Industrial Democracy Meets Corporate Social Responsibility — A Comparison of the Bangladesh Accord and Alliance as Responses to the Rana Plaza Disaster289 cited
  • 2018Contested compliance regimes in global production networks: Insights from the Bangladesh garment industry237 cited
  • 2004

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Trading Away Our Rights: Women Working in Global Supply Chains
192 cited
  • 2014Who is to blame?129 cited
  • Cited by

    • 2022“We Can’t Compete on Human Rights”: Creating Market-Protected Spaces to Institutionalize the Emerging Logic of Responsible Management60 cited
    • 2022Selling sustainability: investigating how Swedish fashion brands communicate sustainability to consumers50 cited
    • 2021Live or be left to die? Deregulated bodies and the global production network: Expendable workers of the Bangladeshi apparel industry in the time of Covid22 cited
    • 2023Contesting corporate responsibility in the Bangladesh garment industry: The local factory owner perspective21 cited
    • 2024Creating a local managerial regime in global context: The case of the Bangladesh ready‐made garment sector18 cited
    • 2022After Rana Plaza: Governing Exploitative Workplace Labour Regimes in Bangladeshi Garment Export Factories17 cited
    • 2022Corporate codes of conduct and labour turnover in global apparel supply chains14 cited
    • 2020Logics of Sedition: Re-signifying Insurgent Labour in Bangladesh’s Garment Factories13 cited
    • 2021From Rana Plaza to COVID‐19: Deficiencies and opportunities for a new labour governance system in garment global supply chains11 cited
    • 2022Doing aid chains differently: Evaluating the potential of Multi‐Stakeholder Partnerships4 cited
    • 2025The Impact of Accord & Alliance Compliance Measures on RMG Firm Performance in Bangladesh3 cited
    • 2023Leveraging transparency to shift capital‐labour relations in garment sector production: A critical analysis of the design and structure of the Bangladesh Accord2 cited
    • 2023Sustainability of the RMG Factory Monitoring Regime Under Accord, Alliance and DIFE in Bangladesh: A Qualitative Case Review of Bangladesh’s RMG Industry2 cited
    • 2024Do promises of support from distant buyers bolster or undermine local demands for reform? Evidence from the Indonesian apparel industry during the pandemic1 cited
    • 2022Demoralizing Impacts of the COVID-19 on the Bangladesh Ready-Made Garment (RMG) Supply Chain1 cited