Jenni, C. & Lewis A. (in press 2018). Corporate Social Responsibility: the Case of Wells Fargo Bank. In Stachowicz-Stanusch, A. & Amann, W. (Eds.), Management Education for Corporate Social Performance. Information Age Publishing

The book Management Education for Corporate Social Performance is our endeavor to answer the following question: How can the academic world develop and apply a proper concept of corporate social performance to ensure more impact? The authors from different cultures, countries and educational systems present a rich diversity of insights and solutions.

The book is divided into five parts: “Introduction”, “worldwide kaleidoscope of management education for Corporate Social Performance”, “the role of management education in Corporate Social Performance”, and “using knowledge from practice and theory for responsible management education”. The book combines state-of-the-art international views, which can inspire academia as well as corporate practices.

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Jenni, C. (2017). Motivation to Lead: A contingent approach to female leadership. Journal of Business Diversity, 17(2), 75-81

The author looks at the concept of motivation when women step into leadership positions, adopting the view that leadership behavior may change due to a change in motivation to lead. Since values shape our behavior and motivation is our desire to do something, a change in our motivation from an extrinsic to intrinsic approach may, consequently, also change our leadership behavior. Furthermore, a change from extrinsic to intrinsic motivation (or vice versa) may happen over the lifespan or can be triggered by a traumatic event, which in turn may lead to a change in leadership behavior.


Jenni, C. & Lewis, A. (2016). Generational difference between leader and employee: potential knowledge management barrier. Journal of Global Economics, Management and Business Research, 6(4), 270-276

This paper explores the relationship between knowledge management, firm performance, knowledge management and leadership. Knowledge as a strategic resource can generate competitive advantage if managed properly. Such management of the organization’s knowledge must be situated at the top executive level and the creation and conversion of knowledge is dependent on leadership style.

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