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Andrew CRANE

International Affiliate Faculty

  • Business & Society Department

Curriculum vitae

PhD Management
University of Nottingham, Great Britain (1997)



Schoeneborn, D., Morsing, M., CRANE, A. (2020) . Formative Perspectives on the Relation Between CSR Communication and CSR Practices: Pathways for Walking, Talking, and T(w)alking, Business and Society, 59 (1), 5-33


de Bakker, F., CRANE, A., Henriques, I., Husted, B. (2019) . Publishing Interdisciplinary Research in Business & Society, Business and Society, 58 (3), 443-452

CRANE, A., LeBaron, G., Allain, J., Behbahani, L. (2019) . Governance gaps in eradicating forced labor: From global to domestic supply chains, Regulation and Governance, 13 (1), 86-106


CRANE, A., HENRIQUES, I., HUSTED , B. (2018) . Quants and Poets: Advancing Methods and Methodologies in Business and Society Research, Journal of Business Ethics, 57 (1), 3-25

CLARKE, A., CRANE, A. (2018) . Cross-Sector Partnerships for Systemic Change: Systematized Literature Review and Agenda for Further Research, Journal of Business Ethics 1-11


CRANE, A., LEBARON, G., ALLAIN, J., BEHBAHANI, L. (2017) . Governance gaps in eradicating forced labor: from global to domestic supply chains, Regulation and Governance 1-21


CRANE, A., GLOZER, S. (2016) . Researching corporate social responsibility communication: themes, opportunities and challenges, Journal of Management Studies, 53 (7), 1223-1252

VAN TULDER, R., SEITANIDI, M., CRANE, A., BRAMMER, S. (2016) . Enhancing the impact of cross-sector partnerships: four impact loops for channeling partnership studies, Journal of Business Ethics, 135 (1), 1-17


RAWHOUSER, H., CUMMINGS, M., CRANE, A. (2015) . Benefit corporation legislation and the emergence of a social hybrid category, California Management Review, 57 (3), 13-35

CRANE, A., GRAHAM, C., HIMICK, D. (2015) . Financializing stakeholder claims, Journal of Management Studies, 52 (7), 878-906


CRANE, A., PALAZZO, G., SPENCE, L., MATTEN, D. (2014) . Contesting the value of "creating shared value", California Management Review, 56 (2), 130-153

CARUANA, R., GLOZER, S., CRANE, A., MC CABE, S. (2014) . Tourists' accounts of responsible tourism, Annals of Tourism Research, 46 115-129


CRANE, A. (2013) . Modern slavery as a management practice: exploring the conditions and capabilities for human exploitation, Academy of Management Review, 38 (1), 49-69


CRANE, A., RUEBOTTOM, T. (2011) . Stakeholder Theory and Social Identity: Rethinking Stakeholder Identification, Journal of Business Ethics, 102 (1), 77-87

CRANE, A., GILBERT, D., GOODPASTER, K., MICELI, M., MOORE, G., REYNOLDS, S., SCHMINKE, M., WADDOCK, S., WEAVER, G., WICKS, A. (2011) . Comments on BEQ's twentieth anniversary forum on new directions for business Ethics research, Business Ethics Quarterly, 21 (1), 157-187


CRANE, A., KAZMI, B. (2010) . Business and children: mapping impacts, managing responsibilities, Journal of Business Ethics, 91 (4), 567-586

GOND, J., CRANE, A. (2010) . Corporate social performance disoriented: saving the lost paradigm?, Business and Society, 49 (4), 677-703

DAVIES, L., CRANE, A. (2010) . Corporate social responsibility in small-and medium-size enterprises: investigating employee engagement in fair trade companies, Business Ethics: A European Review, 19 (2), 126-139

CRANE, A. (2010) . From governance to Governance: on blurring boundaries, Journal of Business Ethics, 94 (Supp. 1), 17-19

VALENTE, M., CRANE, A. (2010) . Public responsibility and private enterprise in developing countries, California Management Review, 52 (3), 52-78

VOEGTLIN, C., CRANE, A., NOVAL, L. (2019). When CEO political activism attracts new talent: Exploring the conditions under which CEO activism increases job pursuit intentions. EGOS conference.


VÖGTLIN, C., CRANE, A., NOVAL, L. (2019). CEOs who take a political stand are seen as a bonus by job applicants. The Conversation.

VÖGTLIN, C., CRANE, A., NOVAL, L. (2019). Politically active CEOs may help their companies attract more employees. MarketWatch.

VÖGTLIN, C., CRANE, A., NOVAL, L. (2019). L’activisme sociopolitique des PDG attire de nouveaux talents.