| Embracing causal complexity: The emergence of a neo-configurational perspective VF Misangyi, T Greckhamer, S Furnari, PC Fiss, D Crilly, R Aguilera Journal of management 43 (1), 255-282, 2017 | 905 | 2017 |
| Faking it or muddling through? Understanding decoupling in response to stakeholder pressures D Crilly, M Zollo, MT Hansen Academy of Management Journal 55 (6), 1429-1448, 2012 | 803 | 2012 |
| Capturing causal complexity: Heuristics for configurational theorizing S Furnari, D Crilly, VF Misangyi, T Greckhamer, PC Fiss, RV Aguilera Academy of Management Review 46 (4), 778-799, 2021 | 395 | 2021 |
| Predicting stakeholder orientation in the multinational enterprise: A mid-range theory D Crilly Journal of international business studies 42, 694-717, 2011 | 392 | 2011 |
| The grammar of decoupling: A cognitive-linguistic perspective on firms’ sustainability claims and stakeholders’ interpretation D Crilly, M Hansen, M Zollo Academy of Management Journal 59 (2), 705-729, 2016 | 276 | 2016 |
| Psychological antecedents to socially responsible behavior D Crilly, SC Schneider, M Zollo European Management Review 5 (3), 175-190, 2008 | 234 | 2008 |
| Enterprise logic: explaining corporate attention to stakeholders from the ‘inside‐out’ D Crilly, P Sloan Strategic Management Journal 33 (10), 1174-1193, 2012 | 216 | 2012 |
| Do‐no‐harm versus do‐good social responsibility: Attributional thinking and the liability of foreignness D Crilly, N Ni, Y Jiang Strategic Management Journal 37 (7), 1316-1329, 2016 | 180 | 2016 |
| Stakeholder engagement strategies, national institutions, and firm performance: A configurational perspective K Gupta, D Crilly, T Greckhamer Strategic Management Journal 41 (10), 1869-1900, 2020 | 121 | 2020 |
| How do firms manage strategic dualities? A process perspective J Birkinshaw, D Crilly, C Bouquet, SY Lee Academy of Management Discoveries 2 (1), 51-78, 2016 | 113 | 2016 |
| Time and space in strategy discourse: Implications for intertemporal choice D Crilly Strategic Management Journal 38 (12), 2370-2389, 2017 | 92 | 2017 |
| Autonomy or control? Organizational architecture and corporate attention to stakeholders D Crilly, P Sloan Organization Science 25 (2), 339-355, 2014 | 82 | 2014 |
| Non‐profit organizations as a nexus between government and business: Evidence from Chinese charities W Zheng, N Ni, D Crilly Strategic Management Journal 40 (4), 658-684, 2019 | 51 | 2019 |
| The stakeholder enterprise: Caring for the community by attending to employees N Ni, C Qian, D Crilly Strategic Organization 12 (1), 38-61, 2014 | 40 | 2014 |
| Recasting enterprise strategy: towards stakeholder research that matters to general managers D Crilly Journal of Management Studies 50 (8), 1427-1447, 2013 | 37 | 2013 |
| Corporate social counterpositioning: How attributes of social issues influence competitive response A Mohliver, D Crilly, A Kaul Strategic Management Journal 44 (5), 1199-1217, 2023 | 30* | 2023 |
| Chapter 8 corporate social responsibility: A multilevel explanation of why managers do good D Crilly Configurational theory and methods in organizational research, 181-204, 2013 | 29 | 2013 |
| Reactivity to sustainability metrics: A configurational study of motivation and capacity R Slager, JP Gond, D Crilly Business Ethics Quarterly 31 (2), 275-307, 2021 | 24 | 2021 |
| Why do banks favor employee-friendly firms? A stakeholder-screening perspective C Qian, D Crilly, K Wang, Z Wang Organization Science 32 (3), 605-624, 2021 | 22 | 2021 |
| Talk is not always cheap: What firms say, how they say it, and social performance D Crilly, I Ioannou How They Say It, and Social Performance (February 16, 2017), 2017 | 12 | 2017 |
