Donal Crilly

Associate Professor of Strategy and Entrepreneurship

BA (Dublin City) MBA (Hitotsubashi) PhD (INSEAD) PhD (UCL)

Dr Donal Crilly’s research interests include stakeholder theory, managerial cognition, and intertemporal choice. His work has been published in journals such as the Academy of Management Journal, the Strategic Management Journal, Organization Science, and the Journal of International Business Studies.

Currently Associate Professor of Strategy and Entrepreneurship at London Business School, Donal Crilly is Associate Editor at the Strategic Management Journal, and an editorial board member of the Academy of Management Journal, the Academy of Management Review, the Journal of International Business Studies, and Strategic Organization.

Dr. Crilly holds a BA (Dublin) MBA (Hitotsubashi) PhD (INSEAD) (UCL)

Research Award

  • Finalist for Temple Best Paper Prize, Academy of International Business 2011 (and winner of best paper in governance and institutions track)

  • Winner, Newman Award for best paper based on recent dissertation, Academy of Management, 2010

  • Finalist for Best Paper Prize, Strategic Management Society, Cologne, 2008

  • Stakeholder theory
  • Managerial cognition
  • Boundaries of the firm
  • Corporate social responsibility


Capturing causal complexity: heuristics for configurational theorizing

Furnari S; Crilly D; Misangyi V F; Greckhamer T; Fiss P C; Aguilera R

Academy of Management Review 2020 Online first

Reactivity to sustainability metrics: A configurational study of motivation and capacity

Slager R; Gond J-P; Crilly D

Business Ethics Quarterly 2020 Online first

Stakeholder engagement strategies, national institutions, and firm performance: a configurational perspective

Gupta K; Crilly D; Greckhamer T

Strategic Management Journal 2020 Vol 41:10 p 1869-1900

Why Do Banks Favor Employee-Friendly Firms? A Stakeholder–Screening Perspective

Qian C; Crilly D; Wang K; Wang Z

Organization Science 2020 In press


Behavioral stakeholder theory

Crilly D

in Harrison J S; Barney J B; Freeman R E and Phillips R A (eds.), The Cambridge handbook of stakeholder theory, Cambridge University Press, 2019.


Embracing causal complexity: the emergence of a neo-configurational perspective.

Misangyi V; Greckhamer T; Furnari S; Fiss P; Crilly D; Aguilera R

Journal of Management 2017 Vol 43:1 p 255-282

Time and space in strategy discourse : implications for intertemporal choice

Crilly D

Strategic Management Journal 2017 Vol 38:12 p 2370-2389


Do no harm versus do good social responsibility. Attributional thinking and the liability of foreignness

Crilly D; Ni N; Jiang Y

Strategic Management Journal 2016 July Vol 37:7 p 1316-1329

Grammar of decoupling: A cognitive-linguistic perspective on firms’ sustainability claims and stakeholders

Crilly D; Zollo M; Hansen M

Academy of Management Journal 2016 Vol 59:2 p 705-729

How do firms manage strategic dualities? A process perspective

Birkinshaw J M; Bouquet C; Crilly D; Lee S

Academy of Management Discoveries 2016 Vol 2:1 p 51-78


Autonomy or control? Organizational architecture and corporate attention to stakeholders

Crilly D; Sloan P

Organization Science 2014 Vol 25:2 p 339-355

The stakeholder enterprise: Caring for the community by attending to employees

Ni N; Qian C; Crilly D

Strategic Organization 2014 Vol 12:1 p 38-61


Corporate social responsibility: A multi-level explanation of why managers do good.

Crilly D

Research in the Sociology of Organizations 2013 Vol 38 p 181-204

Recasting enterprise strategy: Towards stakeholder research that matters to general managers

Crilly D

Journal of Management Studies 2013 Vol 50:8 p 1427-1447


Enterprise logic; Explaining corporate attention to stakeholders from the 'inside-out'

Crilly D; Sloan P

Strategic Management Journal 2012 Vol 33:10 p 1174-1193

Faking it or muddling through? Understanding decoupling in response to stakeholder pressures

Crilly D; Zollo M; Hansen M T

Academy of Management Journal 2012 Vol 55:6 p 1429-1448


Cognitive scope of the firm: explaining stakeholder orientation from the inside-out

Crilly D

Business and Society 2011 Vol 50:3 p 518-530

Predicting stakeholder orientation in the multinational enterprise: A mid-range theory

Crilly D

Journal of International Business Studies 2011 Vol 42:5 p 694-717


The psychological antecedents to socially responsible behavior

Crilly D; Schneider S C; Zollo M

European Management Review 2008 Vol 5:3 p 175-190

Teaching portfolio

Our teaching offering is updated annually. Faculty and programme material are subject to change.

  • Masters Degrees core courses

    A key part of our Masters programmes curriculum.

    View courses Show less
    • Corporate Governance and Stakeholder Relations
      "Consider your future as a senior executive, board member, owner or stakeholder in the changing landscape of corporate governance and stakeholder relations. The course adopts an explicitly political perspective, showing how different players inside and outside a firm work to shape leadership and strategy. "
    Show less
  • Masters Degrees electives

    Optional courses providing a deep dive into specialist areas.

    View electives Show less
    • Global Strategy

      National borders matter for how firms develop and conduct their strategy. The point of departure for Global Strategy is that differences exist between countries and that these differences have implications for how firms strategize when they operate across borders.

      Learn to identify these differences, how to measure them, and what they mean for fundamental decisions such as entering new markets and designing the global footprint of a firm's operations. Gain familiarity with some major public databases (e.g. POLYCON, Economic Freedom of the World Index, CAGE).

      This course is relevant for anyone who intends to pursue a managerial career in a multinational corporation as well as anyone who will have to assess the strategies of multinational corporations in consulting and finance.

    Show less
  • PhD courses

    The first step to academic excellence.

    View courses Show less
    Show less
  • Executive Education

    Short programmes offering academic excellence, global focus and exceptional diversity of perspective.

    View programmes Show less
    Show less