| Leading corporate sustainability: T he role of top management team composition for triple bottom line performance LA Henry, T Buyl, RJG Jansen Business Strategy and the Environment 28 (1), 173-184, 2019 | 80 | 2019 |
| Managing competing demands: Coping with the inclusiveness–efficiency paradox in cross-sector partnerships LA Henry, A Rasche, G Möllering Business & Society 61 (2), 267-304, 2022 | 7 | 2022 |
| Collective Corporate Social Responsibility: The Role of Trust as an Organizing Principle LA Henry, G Möllering mrev management revue 30 (2-3), 173-191, 2019 | 2 | 2019 |
| Sluggish, but innovative? Orchestrating collaboration in multi-stakeholder networks despite low commitment LA Henry, G Möllering Innovation, 1-23, 2022 | | 2022 |
| Coping with the Inclusiveness-Efficiency Paradox in Cross-Sector Partnerships L Henry, A Rasche, G Moellering Academy of Management Proceedings 2020 (1), 13795, 2020 | | 2020 |
| Orchestrating Interstitial Networks: Dynamics of High-Potential, Low-Expectation Collaboration L Henry, G Moellering Academy of Management Proceedings 2020 (1), 13391, 2020 | | 2020 |
| Organizing in Interstitial Networks: Practicing Trust, Paradoxes and Boundary Work L Henry Universität Witten/Herdecke, 2019 | | 2019 |
