Search results

Child labour abolition is one of the four essential human rights identified by the International Labour Organisation and sustainable development goals. Although public organisations and governments have implemented a variety of actions to control business activity and protect children’s rights, cases of child labour adoption continue to be documented. This paper aims to establish multinational companies’ disclosure procedures regarding child labour and to identify some potential determining factors.

A content analysis approach is used on sustainability reports from multinational companies throughout the world to assess the overall amount of disclosure concerning child labour adoption and to generate a child labour disclosure (CLD) score. In addition, to better understand this issue, an empirical investigation was conducted on a sample of 85 multinational companies to identify the factors that influence CLD.

The findings show that there is a low degree of disclosure on this issue throughout the world and that stakeholder engagement has a positive impact on disclosure levels. In contrast, the existence of a corporate social responsibility (CSR) committee and a CSR-based compensation policy has a negative influence on CLD.

The statistical results provide a unique viewpoint as they illustrate the amount of CLD using impression management theory, confirming the notion of negative event omission and text manipulation in developing the business image. These findings have important implications for literature development, as well as for managers, policymakers and stakeholder groups.

The increased use of distributed work arrangements across organizational and national borders calls for in‐depth investigation of subgroup dynamics in globally distributed teams (GDTs). The purpose of this paper is to focus on the social dynamics that emerge across subgroups of onsite‐offshore teams and affect the process of knowledge sharing.

A qualitative study of eight GDTs working around the clock is conducted. These GDTs are part of organizations involved in offshoring of knowledge intensive work.

The evidence shows that the specific status cue of being onsite drives status differentials across subgroups; these differentials are reduced when the client is directly involved with the activities of the team. The negative effect of high status differentials on knowledge sharing is mitigated by the presence of straddlers, who assist in the transfer of codified knowledge. Conversely, when status differentials are low, straddlers hamper spontaneous direct learning between onsite members and offshore members.

This work has practical implications for organizations that want to use GDTs to achieve a faster (and cheaper) development of products and services. Managers should carefully design the organizational structures of GDTs and consider upfront the trade offs related to client involvement in teamwork and the use of straddlers across sites.

The paper contributes to the literature on subgroup dynamics, applying and extending the theory of status characteristics theory.