Donal Crilly
Professor of Strategy and Entrepreneurship
BA (Dublin City) MBA (Hitotsubashi) PhD (INSEAD) PhD (UCL)
Professor 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 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.
Professor Crilly holds a BA (Dublin) MBA (Hitotsubashi) PhD (INSEAD) (UCL).
- dcrilly@london.edu
- +44 (0)20 7000 8737
- Donal Crilly CV
Research Award
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Finalist for Temple Best Paper Prize, Academy of International Business 2011 (and winner of best paper in governance and institutions track)
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Winner, Newman Award for best paper based on recent dissertation, Academy of Management, 2010
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Finalist for Best Paper Prize, Strategic Management Society, Cologne, 2008
- Stakeholder theory
- Managerial cognition
- Boundaries of the firm
- Corporate social responsibility
2023
A configurational theory of generalized exchange in stakeholder firms
Ho V; Bosse D; Crilly D; Harrison J
Academy of Management Perspectives 2023 Vol 37:1 p 16-36
Short-selling pressure and workplace safety: curbing short-termism through stakeholder interdependencies
Qian C; Crilly D; Lin Y; Zhang K; Zhang R
Organization Science 2023 Vol 34:1 p 358-379
2022
Better safe than sorry: CEO regulatory focus and workplace safety
Qian C; Balaji P; Crilly D; Liu Y
Journal of Management 2022 Accepted
Corporate social counterpositioning: How attributes of social issues influence competitive response
Mohliver A; Crilly D; Kaul A
Strategic Management Journal 2022 Online first
2021
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 2021 Vol 46:4 p 778-799
Reactivity to sustainability metrics: A configurational study of motivation and capacity
Slager R; Gond J-P; Crilly D
Business Ethics Quarterly 2021 Vol 31:2 p 275-307
Why Do Banks Favor Employee-Friendly Firms? A Stakeholder–Screening Perspective
Qian C; Crilly D; Wang K; Wang Z
Organization Science 2021 Vol 32:3 p 605-624
2020
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
2019
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.
Non-profit organizations as a nexus between government and business in emerging markets: evidence from Chinese charities
Zheng W; Ni N; Crilly D
Strategic Management Journal 2019 Vol 40:4 p 685-684
2017
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
2016
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
2014
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
2013
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
2012
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
2011
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
2008
The psychological antecedents to socially responsible behavior
Crilly D; Schneider S C; Zollo M
European Management Review 2008 Vol 5:3 p 175-190
2017
Talk is not always cheap: what firms say, how they say it, and social performance
Crilly D; Ioannou I
Social Sciences Research Network
The distributional properties of firm response to social and environmental issues
Mohliver A; Crilly D; Chang S
Working Paper
Teaching portfolio
Our teaching offering is updated annually. Faculty and programme material are subject to change.
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Masters Degrees core courses
A key part of our Masters programmes curriculum.
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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. "
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Corporate Governance and Stakeholder Relations
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Masters Degrees electives
Optional courses providing a deep dive into specialist areas.
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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.
PROGRAMMES WITH THIS ELECTIVE
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Global Strategy
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Basic Readings in Business
Basic Readings in Business
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Basic Readings in Business
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Executive Education
Short programmes offering academic excellence, global focus and exceptional diversity of perspective.
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Developing Strategy for Value Creation
"Making a real difference by defining how your business operates is an extraordinary task requiring focus and action. Developing Strategy for Value Creation will equip you with creative ways to break the rules that most businesses take for granted and opportunties to develop new sources of value." - The Chief Financial Officer Programme
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Developing Strategy for Value Creation