Dr Christine A. Hemingway

Christine is keenly interested in the development of responsible leaders, managers and organisational contexts, via insider activism. She conceptualised the notion of ‘corporate social entrepreneurship’ (CSE) in published papers (Hemingway, 2002; Hemingway, 2003), inspired by her management experience. Theoretical underpinnings for her 'Active' and 'Concealed' CSEs were intrapreneurship (Pinchot, 1985), social entrepreneurship (Dees, 1998), managerial discretion (Berle and Means, 1932; Carroll, 1991; Swanson, 1995; Wood, 1991), and CSR (Carroll, 1979).

Hemingway and Maclagan (Journal of Business Ethics, 50, 1, 2004: 39) proposed three forms of discretion: formal, unintended, and entrepreneurial discretion. This led to the first scholarly article that contextualised CSE within other fields of entrepreneurship, published in the JBE (Hemingway, 2005). It was followed by the findings of Christine's empirical ethnographic research that were published in a number of online blogs, presented at numerous academic conferences internationally, and subsequently published as a research monograph by the Cambridge University Press, called: ‘Corporate Social Entrepreneurship: Integrity Within' (Hemingway, 2013). This newly emergent field continues to inspire scholars and a practitioner movement alike, including management consultants, some of whom began to use the synonymn of 'social intrapreneurship', from 2008.

Christine investigates organisational constraints on, and enablements of, the socially responsible agenda at work. She studies how people at all levels behave as individuals and collectively at work, paying particular attention to the personal values and motivations that can drive, disrupt or block this agenda from within the organisation. She is also interested in the biographical narrative approach to understanding employee behaviour and ‘social responsibility as a subjective state’ (Hemingway, 2013, p. xix; Maclagan, 1998, p. 78). PhD applications are welcomed.