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Journal articles on the topic 'Corporate environmentalism'

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Published: 4 June 2021
Last updated: 19 February 2022

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1

MacLean, Richard. "Corporate environmentalism." Environmental Quality Management 17, no. 3 (2008): 109–12. http://dx.doi.org/10.1002/tqem.20182.

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2

Banerjee, Subhabrata Bobby. "Corporate Environmentalism." Management Learning 29, no. 2 (June 1998): 147–64. http://dx.doi.org/10.1177/1350507698292002.

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3

Lenskyj, Helen Jefferson. "SPORT AND CORPORATE ENVIRONMENTALISM." International Review for the Sociology of Sport 33, no. 4 (December 1998): 341–54. http://dx.doi.org/10.1177/101269098033004002.

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4

Branzei, Oana, Ilan Vertinsky, Takuya Takahashi, and Weijiong Zhang. "Corporate Environmentalism Across Cultures." International Journal of Cross Cultural Management 1, no. 3 (December 2001): 287–312. http://dx.doi.org/10.1177/147059580113003.

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5

Saleem, Farida, C. Gopinath, Amira Khattak, Saiqa Saddiqa Qureshi, Alawiya Allui, and Ahmad Adeel. "Corporate Environmentalism: An Emerging Economy Perspective." Sustainability 12, no. 15 (August 3, 2020): 6225. http://dx.doi.org/10.3390/su12156225.

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Corporate environmentalism recognizes the importance of environmental issues to a corporation and how it integrates these issues into its strategy. Studies in the US and Spain have identified three variables, namely, public concern, regulatory pressures and competitive advantage to be significant in influencing corporate environmentalism. Emerging countries, although significant contributors to global environmental concerns have generally been ignored in the corporate environmentalism literature. We collected data through a questionnaire survey from managers operating in a variety of industries in Pakistan, an emerging market. Structural equation modeling technique was used for data analysis. Results show that, unlike in the developed countries, customer concern is not an antecedent of corporate environmentalism. Top management commitment was found to be important, both directly and as a mediating variable which has important implications for research and policy in this context.
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6

Yanase, Akihiko. "Corporate Environmentalism in Dynamic Oligopoly." Strategic Behavior and the Environment 3, no. 3 (April 9, 2013): 223–50. http://dx.doi.org/10.1561/102.00000030.

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7

Prakash, Aseem. "Corporate Environmentalism: Problems and Prospects." Global Environmental Politics 7, no. 3 (August 2007): 130–35. http://dx.doi.org/10.1162/glep.2007.7.3.130.

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8

Mann, Eric. "Environmentalism in the Corporate Climate." Tikkun 31, no. 3 (2016): 26–27. http://dx.doi.org/10.1215/08879982-3628173.

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9

Pulver, Simone. "Making Sense of Corporate Environmentalism." Organization & Environment 20, no. 1 (March 2007): 44–83. http://dx.doi.org/10.1177/1086026607300246.

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10

Lang, Josephine Chinying. "Conceptualizing a corporate environmentalism model." Sustainable Development 3, no. 1 (1995): 20–34. http://dx.doi.org/10.1002/sd.3460030104.

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11

Chrun, Elizabeth, Nives Dolšak, and Aseem Prakash. "Corporate Environmentalism: Motivations and Mechanisms." Annual Review of Environment and Resources 41, no. 1 (November 2016): 341–62. http://dx.doi.org/10.1146/annurev-environ-110615-090105.

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12

Chang, Ching-Hsing, and Abdoul G. Sam. "Corporate environmentalism and environmental innovation." Journal of Environmental Management 153 (April 2015): 84–92. http://dx.doi.org/10.1016/j.jenvman.2015.01.010.

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13

Banerjee, Subhabrata Bobby, Easwar S. Iyer, and Rajiv K. Kashyap. "Corporate Environmentalism: Antecedents and Influence of Industry Type." Journal of Marketing 67, no. 2 (April 2003): 106–22. http://dx.doi.org/10.1509/jmkg.67.2.106.18604.

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How does a business firm manage its relationship with the natural environment? What are the factors that influence the choice of such strategies? Does industry type matter? The authors introduce and operationalize the concept of corporate environmentalism in an effort to answer these questions. Using stakeholder theory, the authors identify four important antecedents to corporate environmentalism, namely, public concern, regulatory forces, competitive advantage, and top management commitment. The authors then use a political–economic framework to develop testable hypotheses. To test the hypotheses, the authors perform multigroup path analysis on data gathered from more than 240 firms. They find that corporate environmentalism is related to all hypothesized antecedents and that industry type moderates several of those relationships. In the high environmental impact sector, public concern has the greatest impact on corporate environmentalism, followed by regulatory forces. In the moderate environmental impact sector, competitive advantage has the greatest impact on corporate environmentalism, followed by regulatory forces. There are strong direct and mediating influences from top management commitment, which is the antecedent with the greatest impact on both industry groups. The influences of regulatory forces, public concern, and competitive advantage are all significantly mediated by top management commitment and moderated by industry type. The empirical findings and the ensuing discussion will be of interest to managers and public policy officials.
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14

Decker, Christopher S. "Corporate Environmentalism and Environmental Statutory Permitting." Journal of Law and Economics 46, no. 1 (April 2003): 103–29. http://dx.doi.org/10.1086/345586.

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15

Phillips, Mary. "“Daring to Care”: Challenging Corporate Environmentalism." Journal of Business Ethics 156, no. 4 (May 26, 2017): 1151–64. http://dx.doi.org/10.1007/s10551-017-3589-0.

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16

Kudłak, Robert. "Critical insights from the corporate environmentalism – competitiveness investigations." Management of Environmental Quality: An International Journal 25, no. 2 (March 4, 2014): 111–31. http://dx.doi.org/10.1108/meq-11-2012-0072.

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Purpose – The purpose of this paper is to critically discuss the existing empirical findings of the corporate environmentalism-competitiveness investigations as well as their methodological and cognitive shortcomings. Design/methodology/approach – An examination of the literature was conducted to identify the most seminal and novel studies exploring the relationship between corporate environmentalism and competitiveness. A range of works were selected and their conceptual frameworks, variables and statistical design were obtained and analysed. Findings – Although existing studies tend to suggest that corporate environmentalism have a positive (or at least neutral) impact on competitiveness, more detailed and critical examination of these studies shows important methodological, cognitive and logical shortcomings, which challenge these findings. Research limitations/implications – It is not an exhaustive review of all the existing studies, but rather a selection of the most seminal studies which represent different approaches and methodologies applied as well as a variety of empirical findings. Practical implications – The study challenges the existing empirical findings arguing that corporate environmentalism positively affects a company's competitiveness. The present paper claims that the ultimate conclusion on the relationship can be determined after at least some of the most significant shortcomings are solved. Originality/value – The study is based on a broad investigation of existing studies, out of which the most seminal and original papers were selected. In addition, the paper offers suggestions for the future empirical investigations.
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17

Saleem, Farida, and C. Gopinath. "Corporate Environmentalism: Second Stage Moderated Mediation Model." Academy of Management Proceedings 2018, no. 1 (August 2018): 14650. http://dx.doi.org/10.5465/ambpp.2018.14650abstract.

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18

Rome, Adam. "DuPont and the Limits of Corporate Environmentalism." Business History Review 93, no. 1 (2019): 75–99. http://dx.doi.org/10.1017/s0007680519000345.

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In 1989, Edgar Woolard began his tenure as chief executive of the chemical giant DuPont by calling for a new “corporate environmentalism.” DuPont has changed dramatically since then to become more environmentally sustainable, but the company still has a poor record in some areas. The sustainability push also had mixed financial consequences. Though eco-efficiencies saved DuPont billions of dollars, the effort to create more sustainable engines of corporate growth failed to meet Wall Street expectations. The DuPont story offers important insights into the difficulties of greening an established industrial enterprise.
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19

Cherrier, Hélène, Sally V. Russell, and Kelly Fielding. "Corporate environmentalism and top management identity negotiation." Journal of Organizational Change Management 25, no. 4 (June 29, 2012): 518–34. http://dx.doi.org/10.1108/09534811211239209.

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20

Banerjee, Subhabrata Bobby. "Corporate environmentalism: the construct and its measurement." Journal of Business Research 55, no. 3 (March 2002): 177–91. http://dx.doi.org/10.1016/s0148-2963(00)00135-1.

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21

Egbon, Osamuyimen. "After Greenwashing: Symbolic Corporate Environmentalism and Society." Social and Environmental Accountability Journal 37, no. 1 (December 29, 2016): 73–74. http://dx.doi.org/10.1080/0969160x.2016.1273450.

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22

Severo, Eliana Andréa, and Julio Cesar Ferro De Guimarao. "Corporate environmentalism: an empirical study in Brazil." International Journal of Business and Globalisation 15, no. 1 (2015): 81. http://dx.doi.org/10.1504/ijbg.2015.070225.

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23

Bowen, Frances, and J. Alberto Aragon-Correa. "Greenwashing in Corporate Environmentalism Research and Practice." Organization & Environment 27, no. 2 (June 2014): 107–12. http://dx.doi.org/10.1177/1086026614537078.

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24

Jinji, Naoto. "Is Corporate Environmentalism Good for Domestic Welfare?" Review of International Economics 21, no. 5 (October 22, 2013): 901–11. http://dx.doi.org/10.1111/roie.12078.

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25

Shrivastava, Paul, and Howard I. Scott. "Corporate self-greenewal: Strategic responses to environmentalism." Business Strategy and the Environment 1, no. 3 (1992): 9–21. http://dx.doi.org/10.1002/bse.3280010303.

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26

Sandhu, Sukhbir, Lucie K. Ozanne, Clive Smallman, and Ross Cullen. "Consumer driven corporate environmentalism: Fact or fiction?" Business Strategy and the Environment 19, no. 6 (July 20, 2010): 356–66. http://dx.doi.org/10.1002/bse.686.

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27

MacDonald, Kenneth Iain. "Grabbing ‘Green’: Cynical Reason, Instrumental Ethics and the Production of ‘the Green Economy." Human Geography 6, no. 1 (March 2013): 46–63. http://dx.doi.org/10.1177/194277861300600104.

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This paper traces the institutionalization of Environmentalism as a pre-condition for the production of ‘The Green Economy,’ particularly the containment of the oppositional possibilities of an environmentalist politics within the institutional and organizational terrain of a transnational managerial and capitalist class. This is a context in which many environmental organizations – once the site of planning, mobilizing and implementing opposition and resistance to the environmentally destructive practices of corporate industrialism – have become part of a new project of accumulation grounded in enclosure, access and the production and exchange of new environmental commodities. This transformation reflects what Sloterdijk (1988) has termed cynical reason – an enlightened false consciousness; and my concern in the paper is to think through ‘The Green Economy’ and its coincident instrumental ethics as an iteration of cynical reason and an expression of institutionalized power. Specifically, I focus on the development of ‘global environmental governance’ as a statist project that concentrates sanctioning authority and resource allocation in centers of accumulation (e.g., the Convention on Biological Diversity and its funding mechanism the Global Environment Facility) and facilitates the containment of Environmentalism as an oppositional politics through demands that it assume conventional forms of organization, projectification and professionalisation and through facilitating a redefinition and redeployment that shifts environmentalism from a space of hope to an instrumentalist mechanism in rationalist projects of accumulation.
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28

Wang, Ruxi, and Frank Wijen. "Multifaceted State Influence on Corporate Environmentalism in China." Academy of Management Proceedings 2015, no. 1 (January 2015): 16340. http://dx.doi.org/10.5465/ambpp.2015.16340abstract.

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29

Khanna, M. "What is Driving Corporate Environmentalism: Opportunity or Threat?" Corporate Environmental Strategy 9, no. 4 (December 2002): 409–17. http://dx.doi.org/10.1016/s1066-7938(02)00118-5.

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30

Jermier, John M., and Aseem Prakash. "Greening the Firm: The Politics of Corporate Environmentalism." Administrative Science Quarterly 47, no. 3 (September 2002): 568. http://dx.doi.org/10.2307/3094854.

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31

Himmelberger, Jeffery James, and Halina Szejnwald Brown. "Global corporate environmentalism: Theoretical expectations and empirical experience." Business Strategy and the Environment 4, no. 4 (October 1995): 192–99. http://dx.doi.org/10.1002/bse.3280040407.

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32

Ketola, Tarja, Cecilia Mark-Herbert, and György Pataki. "Paradigms of corporate sustainability - a decade afterHijacking Environmentalism." Sustainable Development 17, no. 2 (January 2009): 69. http://dx.doi.org/10.1002/sd.401.

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33

Lyons, Bridget. "Environmentalism as a source of corporate competitive advantage." Interdisciplinary Environmental Review 2, no. 2 (2000): 217. http://dx.doi.org/10.1504/ier.2000.054002.

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34

Murphy, Paul R., Richard F. Poist, and Charles D. Braunschweig. "Role and relevance of logistics to corporate environmentalism." International Journal of Physical Distribution & Logistics Management 25, no. 2 (March 1995): 5–19. http://dx.doi.org/10.1108/09600039510083916.

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35

Shubham, Shubham, Parikshit Charan, and L. S. Murty. "Institutional pressure and the implementation of corporate environment practices: examining the mediating role of absorptive capacity." Journal of Knowledge Management 22, no. 7 (October 8, 2018): 1591–613. http://dx.doi.org/10.1108/jkm-12-2016-0531.

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Purpose Contemporary frameworks on institutional theory and corporate environmentalism observe that institutional fields positively influence a firm’s environmental response in the form of implementation of environmental practices. These frameworks, however, provide little evidence on why firms facing similar institutional field differ in their environmental response. This paper aims to incorporate the intra-organizational dynamics within the traditional institutional theory framework to address this heterogeneity, examining specifically the role of absorptive capacity for environmental knowledge in the organizational implementation of corporate environmental practices. Design/methodology/approach Integrating the institutional theory and resource-based view, this paper examines the mediating role of absorptive capacity in the relationship between institutional pressure for corporate environmentalism vis-a-vis the implementation of corporate environmental practices. Partial least square structural equation modeling was used for hypotheses testing based on data obtained from the Indian apparel and textile industry. Findings The results support the mediating role of absorptive capacity in the relationship between institutional pressure and implementation of corporate environmental practices. Further, this study highlights the importance of acquisition and utilization of environmental knowledge in driving environmentalism through developing absorptive capacity; the findings also suggest that the role of institutional pressure in the implementation of environmental practices should not be analyzed in isolation but rather in conjunction with the development of absorptive capacity that forms the internal basis of implementation. Practical implications Managers need to focus on the development of organizational capabilities for acquiring and exploiting environmental knowledge to complement their preparedness in responding to any institutional pressures for environmental sustainability. Firms also need to link their environmental orientation with various sources of environmental knowledge and capabilities residing outside the organizational boundaries. It is important to note here that the development of absorptive capacities for the exploration and exploitation of external knowledge is indeed both required and necessary to build sustainable organizational capabilities. Originality/value This paper is among the very few studies that address the issue of knowledge and development of related organizational capabilities for corporate environmentalism. Recognizing that environmental knowledge resides outside organizational boundaries with regulatory agencies and special interest groups, this paper highlights the importance of developing organizational capabilities for the acquisition and exploitation of environmental knowledge.
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36

PHILIPPE, DÉBORAH. "APPROPRIATENESS OR EXPECTED RETURNS? ORGANIZATIONAL REPRESENTATIONS OF CORPORATE ENVIRONMENTALISM." Academy of Management Proceedings 2009, no. 1 (August 2009): 1–6. http://dx.doi.org/10.5465/ambpp.2009.44256491.

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37

Chan, Ricky Y. K. "Corporate environmentalism pursuit by foreign firms competing in China." Journal of World Business 45, no. 1 (January 2010): 80–92. http://dx.doi.org/10.1016/j.jwb.2009.04.010.

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38

Eden, Sally. "Book Review: Hijacking environmentalism: corporate responses to sustainable development." Progress in Human Geography 22, no. 2 (April 1998): 312. http://dx.doi.org/10.1177/030913259802200218.

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39

Hazelton, James. "Shifting Paradigms in Corporate Environmentalism: From Poachers to Gamekeepers." Social and Environmental Accountability Journal 31, no. 2 (September 2011): 171–72. http://dx.doi.org/10.1080/0969160x.2011.593834.

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40

Hamda, Tomoko. "Japanese Corporate Environmentalism and new Industrial Standard for Excellence." Journal of Social Sciences 1, no. 3 (July 1997): 201–8. http://dx.doi.org/10.1080/09718923.1997.11892176.

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41

DeLuca, Kevin M. "Trains in the Wilderness: The Corporate Roots of Environmentalism." Rhetoric & Public Affairs 4, no. 4 (2001): 633–52. http://dx.doi.org/10.1353/rap.2001.0067.

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42

Wright, Christopher, and Daniel Nyberg. "Working with passion: Emotionology, corporate environmentalism and climate change." Human Relations 65, no. 12 (October 4, 2012): 1561–87. http://dx.doi.org/10.1177/0018726712457698.

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43

Forbes, Linda C., and John M. Jermier. "The New Corporate Environmentalism and The Ecology of Commerce." Organization & Environment 23, no. 4 (December 2010): 465–81. http://dx.doi.org/10.1177/1086026610394639.

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44

MacLean, Richard. "Corporate environmentalism: In search of vision, leadership, and strategy." Environmental Quality Management 15, no. 1 (2005): 1–14. http://dx.doi.org/10.1002/tqem.20064.

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45

Holcomb, Jeanne. "Environmentalism and the internet: corporate greenwashers and environmental groups." Contemporary Justice Review 11, no. 3 (September 2008): 203–11. http://dx.doi.org/10.1080/10282580802295328.

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46

Banerjee, Subhabrata Bobby. "Managerial Environmental Attitudes and Corporate Environmentalism: A Preliminary Investigation." Journal of Environmental Education 32, no. 4 (January 2001): 49–50. http://dx.doi.org/10.1080/00958960109598663.

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47

SANDHU, SUKHBIR. "Shifting Paradigms in Corporate Environmentalism: From Poachers to Gamekeepers." Business and Society Review 115, no. 3 (August 31, 2010): 285–310. http://dx.doi.org/10.1111/j.1467-8594.2010.00365.x.

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48

Perkins, Richard. "Globalizing Corporate Environmentalism? Convergence and Heterogeneity in Indian Industry." Studies in Comparative International Development 42, no. 3-4 (November 16, 2007): 279–309. http://dx.doi.org/10.1007/s12116-007-9007-3.

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49

Martín-de Castro, G. "CORPORATE ENVIRONMENTALISM: REDESIGNING BUSINESS MODELS TO FIT STRATEGY, ORGANIZATIONAL CAPABILITIES AND THE NATURAL ENVIRONMENT." Strategic decisions and risk management 12, no. 1 (August 4, 2021): 24–33. http://dx.doi.org/10.17747/2618-947x-2021-1-24-33.

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The increasing concern of citizens, nations and businesses on natural environment protection and respect lead companies to re-invent new ways of business activities and models. In that sense, new paradigms as the Circular Economy and stakeholders’ pressures move companies towards corporate environmentalism, which supposes to modify company’s aim, mission and strategy. The formulation and implementation of effective proactive environmental strategies implies the reconfiguration and development of new environmental organizational capabilities, especially those linked to business operations and market-related ones. In this new competitive arena, environmental innovations, green marketing and corporate image, environmental legitimacy and reputation are analyzed as main drivers of proactive environmental strategies and key decisions of new and sustainable business models.This paper develops an integrative review of previous concepts intimately related to corporate environmentalism and proposes some fruitfully avenues of future research for those, both academics and business practitioners, focused on how to fit firm’s activities and competitiveness and the respect and preservation of the natural environment.
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50

Menon, Ajay, and Anil Menon. "Enviropreneurial Marketing Strategy: The Emergence of Corporate Environmentalism as Market Strategy." Journal of Marketing 61, no. 1 (January 1997): 51–67. http://dx.doi.org/10.1177/002224299706100105.

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Environmental concerns have begun to reshape the landscape in which global organizations compete. The demands and influences of the environmental movement are evident in the dollar value size of the environmentally conscious marketplace. In addition, the growing regulatory concerns over the environmental impact of corporate practices have begun to influence corporate strategies. The authors discuss the concept of an enviropreneurial marketing strategy, which reflects the confluence of social performance goals, corporate entrepreneurship orientations, and marketing strategy by integrating environmental concerns when developing marketing policies and practices. They provide a brief overview of the emergence of the enviropreneurial strategy paradigm, identify three types of enviropreneurial marketing strategies, and develop a model of the antecedents and consequences of an enviropreneurial marketing strategy. Finally, they conclude with a brief discussion of future research needs.
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