C
Christopher Wright
Researcher at University of Sydney
Publications - 182
Citations - 4999
Christopher Wright is an academic researcher from University of Sydney. The author has contributed to research in topics: Industrial relations & Climate change. The author has an hindex of 35, co-authored 169 publications receiving 4054 citations. Previous affiliations of Christopher Wright include Macquarie University & University of Cambridge.
Papers
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An Inconvenient Truth: How Organizations Translate Climate Change into Business as Usual
Christopher Wright,Daniel Nyberg +1 more
TL;DR: In the space of two centuries of industrial development, human civilization has changed the chemistry of the atmosphere and oce... as discussed by the authors, the challenge of climate change represents the grandest challenge facing humanity.
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The COVID-19 pandemic: Lessons on building more equal and sustainable societies
Kristin van Barneveld,Michael Quinlan,Peter Kriesler,Anne Junor,Fran Baum,Anis Chowdhury,Anis Chowdhury,Pramod N. Junankar,Stephen Clibborn,Frances Flanagan,Christopher Wright,Sharon Friel,Joseph Halevi,Al Rainnie +13 more
TL;DR: In this paper, a group of scholars across the fields of health, economics and labour relations argues that COVID-19 is an unprecedented humanitarian crisis from which there can be no retu...
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“Hippies on the third floor”: Climate Change, Narrative Identity and the Micro-Politics of Corporate Environmentalism
TL;DR: In this article, a qualitative, social constructivist method is used to examine how sustainability managers and consultants balance tensions and contradictions between their own sense of self and the various work and non-work contexts in which they find themselves.
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Does It Really Work? Re-Assessing the Impact of Pre-Departure Cross-Cultural Training on Expatriate Adjustment
TL;DR: In this article, the impact of cross-cultural training on expatriate adjustment was analyzed and a significant impact of foreign language competence was found for all three dimensions of expat adjustment.
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Reinventing human resource management: Business partners, internal consultants and the limits to professionalization
TL;DR: In this article, the authors examine how HR managers interpret this new role and whether the internalization of this model results in an increase in professional identity, and find that while many gain greater self-esteem and organizational status from the identity and role of business partner/internal consultant, this does not equate to a broader identity as a member of an HR ''profession''.