Kent Walker
Kent Walker
Associate Professor of Strategy and Entrepreneurship
Verified email at
Cited by
Cited by
A systematic review of the corporate reputation literature: Definition, measurement, and theory
K Walker
Corporate reputation review 12, 357-387, 2010
The harm of symbolic actions and green-washing: Corporate actions and communications on environmental performance and their financial implications
K Walker, F Wan
Journal of business ethics 109, 227-242, 2012
The mirror effect: corporate social responsibility, corporate social irresponsibility and firm performance in coordinated market economies and liberal market economies
K Walker, Z Zhang, N Ni
British Journal of Management 30 (1), 151-168, 2019
Is the red dragon green? An examination of the antecedents and consequences of environmental proactivity in China
K Walker, N Ni, W Huo
Journal of Business Ethics 125, 27-43, 2014
Organizational ingenuity and the paradox of embedded agency: The case of the embryonic Ontario solar energy industry
K Walker, F Schlosser, DL Deephouse
Organization Studies 35 (4), 613-634, 2014
The primary importance of corporate social responsibility and ethicality in corporate reputation: An empirical study
K Walker, B Dyck
Business and Society Review 119 (1), 147-174, 2014
Recipes for successful sustainability: Empirical organizational configurations for strong corporate environmental performance
K Walker, N Ni, B Dyck
Business Strategy and the Environment 24 (1), 40-57, 2015
Antecedents of sustainable organizing: A look at the relationship between organizational culture and the triple bottom line
B Dyck, K Walker, A Caza
Journal of cleaner production 231, 1235-1247, 2019
An assessment of the early stages of a sustainable business model in the Canadian fast food industry
D Hutchinson, J Singh, K Walker
European Business Review 24 (6), 519-531, 2012
The angel-halo effect: How increases in corporate social responsibility and irresponsibility relate to firm performance
K Walker, Z Zhang, B Yu
European Business Review 28 (6), 709-722, 2016
All for one or all for three: Empirical evidence of paradox theory in the triple-bottom-line
K Walker, X Yu, Z Zhang
Journal of Cleaner Production 275, 122881, 2020
Sustainability fellowships: the potential for collective stakeholder influence
K Walker, A Laplume
European Business Review 26 (2), 149-168, 2014
Addressing concerns raised by critics of business schools by teaching multiple approaches to management
B Dyck, K Walker, FA Starke, K Uggerslev
Business and Society Review 116 (1), 1-27, 2011
Enhancing critical thinking by teaching two distinct approaches to management
B Dyck, K Walker, FA Starke, K Uggerslev
Journal of Education for Business 87 (6), 343-357, 2012
The use of praxis in the classroom to facilitate student transformation
K Walker, B Dyck, Z Zhang, F Starke
Journal of Business Ethics 157, 199-216, 2019
Evidence of an inverted U–shaped relationship between stakeholder management performance variation and firm performance
AO Laplume, JS Harrison, Z Zhang, X Yu, K Walker
Business Ethics Quarterly 32 (2), 272-298, 2022
Incumbent stakeholder management performance and new entry
A Laplume, K Walker, Z Zhang, X Yu
Journal of Business Ethics 174, 629-644, 2021
Buying into buying groups: is it good for the family firm?
RA Litz, K Walker
International Entrepreneurship and Management Journal 3, 419-436, 2007
Examining ethics from a moral point of view framework: A longitudinal analysis
KR Walker
Antecedents of sustainable organizing: Relationships between organizational culture and the TBL
B Dyck, K Walker, A Caza, G Atinc
Academy of management proceedings 2017, 14702, 2017
The system can't perform the operation now. Try again later.
Articles 1–20