| 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 | 149 | 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 | 26 | 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 | 5* | 2019 |
| Navigating disruptive times: How cross-sector partnerships in a development context built resilience during the COVID-19 pandemic outbreak LA Henry Business & Society 63 (4), 745-773, 2024 | 3 | 2024 |
| Sluggish, but innovative? Orchestrating collaboration in multi-stakeholder networks despite low commitment LA Henry, G Möllering Innovation 25 (3), 282-304, 2023 | 1 | 2023 |
| The role of partnership portfolios for sustainability in addressing the stability-change paradox: Dong/Orsted’s transition from fossil fuels to renewables T Dzhengiz, LA Henry, K Malik Business & Society, 00076503231211214, 2023 | | 2023 |
| 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 |
| Organizing in Interstitial Networks L Henry | | |
