Marc Jones

PhD

Marc was a full-time member staff for five years commencing in 2006; since 2011 he has maintained his relationship to the School as an Associate.

Marc's research interests centre on strategic thinking, globalisation and international business strategy, and corporate social responsibility. He has worked with a diverse group of corporate, government and NGO clients such as Continental, Danfoss, IAG, Philips, PWC, Sinopec, Volkswagen, the Foreign Office, and the CSIRO (Australia).

Marc's research interests centre on strategic thinking, globalisation and international business strategy, and corporate social responsibility. He has worked with a diverse group of corporate, government and NGO clients such as Continental, Danfoss, IAG, Philips, PWC, Sinopec, Volkswagen, the Foreign Office, and the CSIRO (Australia).

Academy of Management Fellow, Ashridge Centre for Business & Society European Association for Business in Society Australia and New Zealand Association of Management Strategic Planning Society Srategic Management Society European Group for Organisational Studies

Marc Jones

Publications

The Transnational Corporation as a Provider of Public Goods

Jones, M. (2014) "The Transnational Corporation as a Provider of Public Goods". In Cooper, C. (Ed) Wiley Encyclopedia of Management (3rd ed). West Sussex: John Wiley and Sons

Competing for the Future: the role of strategic capabilities

Jones, M. (2014). 'Competing for the future: the role of strategic capabilities'. Keynote address to the New Zealand Institute of Human Resources. Auckland.

Global Gigatrends: Investment strategies and leadership implications in the age of the 'new normal'.

Jones, M. (2012) 'Global Gigatrends: Investment strategies and leadership implications in ithe age of the 'new normal''. Mount Eliza Leaders Evetns Series, Melbourne.

Leadership in Cross-Cultural Settings: A Pilot Study on 3M Egypt.

Leadership in Cross-Cultural Settings: A Pilot Study on 3M Egypt.

Jones, M & Salah, A. (2012). "Leadership in Cross-Cultural Settings: A Pilot Study on 3M Egypt" Proceedings of the Global Business and Technology Association's Fourteenth Annual Interantional Conference. New York.

Entrepreneurship and Innovation on Stage: Building a preliminary conceptual framework for determining creativity in the performing arts.

Jones, M. and Kay, P. (2011) 'Entrepreneurship and Innovation on Stage: Building a preliminary conceptual framework for determining creativity in the performing arts'. In MacCarthy, M. & Sanders, D. (Eds)  Proceedings of the ANZMAC 2011 Conference. Perth: Edith Cowan University.

Putting the 'Strategic' back into Strategic Management

Jones, M. (2010) 'Putting the 'strategic' back into Strategic Management'. Paper presented at the EABIS Thought Symposium on the Future of Economics and Management in a Post-Crisis World. Milan,

About Global Leadership and Global Ethics, and a Possible Moral Compass

Jones, M. & Millar, C.C.J.M. (2010) About Global Leadership and Global Ethics, and a Possible Moral Compass, Journal of Business Ethics, Vol. 93, No. 1, pp. 1 - 9

Global Gigatrends and the Need for Ethical Leadership

Jones, M. (2010) Global Gigatrends and the Need for Ethical Leadership, MBA Review

The end of Corporate Social Responsibility: Crisis and Critique

Jones, M. (2010) The end of Corporate Social Responsibility: Crisis and Critique, published by Sage, co-authored with Peter Fleming of Queen Mary University, London, Forthcoming

Managing Global Gigatrends

Jones, M. (2010) 'Managing Global Gigatrends'. Workshop for Lafarge Corporation, Paris.

Global Leadership, Global Ethics? In Search of the Ethical Leadership Compass

Jones, M. & Millar, C.C.J.M. (2009) Global Leadership, Global Ethics? In Search of the Ethical Leadership Compass, Guest editors, Journal of Business Ethics, Special Issue, pp. 107 - 108, Spring

Disrobing the Emperor: Mainstream CSR Research and Corporate Hegemony

Jones, M. (2009) Disrobing the Emperor: Mainstream CSR Research and Corporate Hegemony, Management of Environmental Quality, Vol. 20, Issue 3

Nonmarket Strategy and the 'Race to the Bottom' : Lessons from the Baywatch Experience

Jones, M. (2009) Nonmarket Strategy and the 'Race to the Bottom' : Lessons from the Baywatch Experience, Journal of Australian Political Economy, June

A celebrity chef goes global: the business of eating

Jones, M. (2009) A celebrity chef goes global: the business of eating, Journal of Business Strategy, Vol. 30, Issue 5, pp. 14 - 23

Chef adds the 'F-word' into Business Recipe

Jones, M. (2009) Chef adds the 'F-word' into Business Recipe, online report, www.growthbusiness.co.uk

Shitty Work: the prize and kingdom of dirt

Jones, M. & Fleming, P. (2009) 'Shitty Work: the prize and kingdom of dirt' Paper presented at the 25th European Group for Organizational Studies Colloquium. Barcelona.

The Corporation to the Rescue? A Political Institutional Approach to the Corporate Citizenship

Jones, M. & Haigh, M. (2008) The Corporation to the Rescue? A Political Institutional Approach to the Corporate Citizenship, Proceedings of the Critical Perspectives on Accounting Conference, Baruch College, CUNY, April

Authenticity, Freedom and the Individual:Unpacking the Emergent Politics in Contemporary Organisations

Jones, M. & Fleming, P. (2008) Authenticity, Freedom and the Individual: Unpacking the Emergent Politics in Contemporary Organisations, 2nd LAEMOS Colloquium, University Rio de Janero, Brazil, April

Integrating Stakeholder Theory and Strategic Management: A Practical Guide to Strategy Development

Jones, M. (2007) Integrating Stakeholder Theory and Strategic Management: A Practical Guide to Strategy Development, IABS 2007 Conference, Florence, May

A Case Study of Baywatch's Non-Market Strategy To Secure Locational Advantages, 1998 - 2001

Jones, M. (2007) A Case Study of Baywatch's Non-Market Strategy To Secure Locational Advantages, 1998 - 2001, Strategic Management Society 27th Annual International Conference, San Diego, September

The Transnational Corporation and New Corporate Citizenship Theory: A Critical Analysis

Jones, M. & Haigh, M. (2007) The Transnational Corporation and New Corporate Citizenship Theory: A Critical Analysis, Journal of Corporate Citizenship, Vol. 27, October

The Institutional Determinants of Social Responsibility

Jones, M. (2007) The Institutional Determinants of Social Responsibility, in Crane, A. & Matten, D. (eds) Sage Major Works: Corporate Social Responsibility, Vol. 2, London, Sage

Rethinking business risk - 2007

Anthony Mitchell and Marc Jones argue for a broader, more integrative appreciation of risk and risk management than currently prevails and examine what can be done today to avert or offset some of the disastrous consequences of what might otherwise occur tomorrow.

Mitchell, A. & Jones, M. (2007) Rethinking business risk, The Economist Intelligence Unit Executive Briefing

Rethinking business risk

Anthony Mitchell and Marc Jones argue for a broader, more integrative appreciation of risk and risk management than currently prevails and examine what can be done today to avert or offset some of the disastrous consequences of what might otherwise occur tomorrow.

Mitchell, A. & Jones, M. (2007) Rethinking business risk, 360° The Ashridge Journal, Spring, pp. 30 - 35

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Appraising the relation between Corporate Responsibility Research and Practice

This paper offers a critical analysis of the relationship between CSR theory and practice, finding that there is generally little overlap between the two. instead, CSR theory tends to be dominated by either conceptual work from a perspective of ethical idealism (largely ignoring the fundamental economic basis of the institution of the business firm, at least in anglo-saxon societies), or empirical work examining the statistical relationship between CSR and economic performance (which invariably prove to be inconclusive given endemic problems of lack of robustness and validity). CSR practice, on the other hand, turns out to amount to little more than enlightened self-interest on the part of managers and firms, with concepts like corporate responsibility and stakeholder management being subsumed under the general notion of risk management.

Jones, M. & Haigh, M. (2007) Appraising the relation between Corporate Responsibility Research and Practice, Electronic Journal of Business Ethics and Organisation Studies, Winter

The Promise and Pitfalls of Globalisation

Jones, M. (2006) The Promise and Pitfalls of Globalisation, Communique, Summer, p. 2

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The Drivers of Corporate Social Responsibility: A Critical Review

The paper criticises the dominant discourse of corporate social responsibility (CSR) by examining six sets of factors conventionally considered as promoting outcomes consistent with core principles of social responsibility: intra-organizational factors, competitive dynamics, institutional investors, end-consumers, government regulators and non-governmental organizations. Each factor is addressed conceptually, empirically, and with respect to its likely future significance in promoting outcomes consistent with CSR. Our overall conclusions are not promising on any of these dimensions.

Haigh, M. & Jones, M (2006) The Drivers of Corporate Social Responsibility: A Critical Review, The Business Review, Cambridge, Vol. 5 (2)

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Corporate Responsibility: Reviewing the Research-to-Practice Relationship

Jones, M. (2006) Corporate Responsibility: Reviewing the Research-to-Practice Relationship, 8th World Congress of the International Federation of Scholarly Associations of Management, Berlin, July

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The Drivers of Corporate Social Responsbilility: A critcial review - 2006

The paper criticises the dominant discourse of corporate social responsibility (CSR) by examining six sets of factors conventionally considered as promoting outcomes consistent with core principles of social responsibility: intra-organizational factors, competitive dynamics, institutional investors, end-consumers, government regulators and non-governmental organizations. Each factor is addressed conceptually, empirically, and with respect to its likely future significance in promoting outcomes consistent with CSR. Our overall conclusions are not promising on any of these dimensions.

Jones, M. (2006) The Drivers of Corporate Social Responsibility: A critcial review, The Global Business and Economics Research Conference, Istanbul

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The Transnational Corporation and New Corporate Citizenship Theory - 2006

Jones, M. (2006) The Transnational Corporation and New Corporate Citizenship Theory, EGOS (European Group for Organisation Studies) Conference, Bergen, July

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Games People Play: Baywatch Moves to...Where?

Jones, M. (2005) Games People Play: Baywatch Moves to...Where?, in Hill, C., Jones, G. & Galvin, P. (eds) Strategic Management: An Integrated Approach, Queensland: Wiley

The Transnational Corporation, Corporate Social Responsibility and the 'Outsourcing' Debate

Jones, M. (2005) The Transnational Corporation, Corporate Social Responsibility and the 'Outsourcing' Debate, Journal of the American Academy of Business

The Competitive Dynamics of the 'New Economy' - Or Big and Fast Beats All

Jones, M. (2004) The Competitive Dynamics of the 'New Economy' - Or Big and Fast Beats All, Proceedings of the Third Annual Business and Economy Conference, San Francisco, January

The Limits of Business

Jones, M. (2004) The Limits of Business, Proceedings of the Third ISBEE World Congress, Melbourne, July

The Transnational Corporation, Corporate Social Responsibility and the 'Outsourcing' Debate - 2004

Jones, M. (2004) The Transnational Corporation, Corporate Social Responsibility and the 'Outsourcing' Debate, Proceedings of the Economics and International Business Research Conference, Miami, December

Competitive Advantage Through Nonmarket Strategy: Lessons from the Baywatch Experience

Jones, M. (2004) Competitive Advantage Through Nonmarket Strategy: Lessons from the Baywatch Experience, Proceedings of the Economics and International Business Research Conference,Miami, December

Globalisation and the Organisation(s) of Exclusion

Jones, M. (2003) Globalisation and the Organisation(s) of Exclusion, in Clegg, S. & Westwood, R. (eds) Key Issues in Organisation Theory: Point-Counterpoint,London: Macmillan

The Transnational Corporation and Cascading Networks:Implications for SMEs in the Global Economy

Jones, M. (2003) The Transnational Corporation and Cascading Networks:Implications for SMEs in the Global Economy, Proceedings of Conference on Clusters, Industrial Districts and Firms:The Challenge of Globalisation,Modena, Italy, September

Unpacking Complexity Through Critical Stakeholder Analysis: The Case of Globalization

Jones, M. (2003) Unpacking Complexity Through Critical Stakeholder Analysis: The Case of Globalization, Proceedings of the Australia-New Zealand Academy of Management Conference, Perth, December

Unpacking Complexity Through Critical Stakeholder Analysis:The Case of Globalisation

Jones, M. (2003) Unpacking Complexity Through Critical Stakeholder Analysis: The Case of Globalisation, Business and Society

Globalisation and Organizational Restructuring: A Strategic Perspective

Jones, M. (2002) Globalisation and Organizational Restructuring: A Strategic Perspective, Thunderbird International Business Review, March/April

Globalization and Management Perceptios of Corporate Social Responsibility: A Comparative Study

Jones, M. (2001) Globalization and Management Perceptios of Corporate Social Responsibility: A Comparative Study, Proceedings of the 2001 Hawaii Conference on Business, University of Hawaii, June

Entrepreneurship, Small Business, and Social Responsibility: An Institutional Analysis

Jones, M. (2001) Entrepreneurship, Small Business, and Social Responsibility: An Institutional Analysis, Proceedings of the 2001 Hawaii Conference on Business, University of Hawaii, June

The Contradictions of Globalisation

Jones, M. (2001) The Contradictions of Globalisation,Journal of Australian Political Economy, December

The Distributional Effects of Transnational Corporations on Developing Countries

Jones, M. (2000) The Distributional Effects of Transnational Corporations on Developing Countries, Conference on Corporate Governance & Corporate Responsibility in Developing Economies,York University, Toronto, Canada, April

The Competitive Advantage of the Transnational Corporation as an Institutional Form: A Reassessment

Jones, M. (2000) The Competitive Advantage of the Transnational Corporation as an Institutional Form: A Reassessment, International Journal of Social Economics