In this podcast conversation, Anita interviews Prof. Anne Jacqueminet — a sustainability strategy scholar at ESSEC Business School in Cergy, France. Jacqueminet traces her path from four years as a climate change and sustainability consultant at Ernst & Young, Paris, into a PhD program under the supervision of Prof. Rodolphe Durand.  This transition was motivated by two limitations of consulting: lack of implementation follow-through, and lack of time to dig into why certain practices worked. Anne describes the arc of her research, starting with the 2015 JIBS paper on multinationals, where Jacqueminet found that what actually drives subsidiary attention to CSR practices (biodiversity, gender diversity, health and safety) is not top-down headquarters pressure but competition and emulation among local and internal peers. Her 2020 Organization Science paper sharpens this: both headquarters and peer pressure hinge on whether a subunit perceives the practice as aligned with its own values, but misalignment makes headquarters pressure actively counterproductive — implementation deteriorates — whereas peer influence stays positive regardless. They discuss how home- and host-country regulatory context shapes whether social or environmental issues dominate, and Jacqueminet describes recent work with Professors Durand, Dovev Lavie, and Tommaso Valletti on curbing big tech externalities.  This work concludes that regulation, self-regulation/purpose, and new competitive business models all contribute to effective implementation. Looking ahead, she sees the most promising frontiers as involving business model innovation, rethinking value capture, treating regulation as endogenous to strategy, and exploring circularity, social innovation, and alternative governance and ownership models.  Anne closes by saying her energy comes from interaction with peers, students, and practitioners, especially when her findings resonate with people actually making decisions in firms.