What makes businesses commit to nature conservation?

To halt the loss of biodiversity and ecosystem services, various actors including companies need to engage, but it is not yet clear what drives voluntary business commitments. We explore leverage points that might increase corporate action for conservation. We apply a structural equation model based on the theory of planned behaviour to analyse data from 618 German companies, collected through an online-survey in 2019. We show that a favourable attitude, driven by perceived business relevance and benefit prospects, fosters engagement. Perceived difficulties, such as lacking finances and knowledge, hinder the engagement. Customers, employees and the general public are presently the only stakeholder groups that drive corporate conservation engagement. Nevertheless, the expectation levels of virtually all stakeholders were found to be quite low and as such inadequate for the ecological crisis we face. We discuss how political will and goal setting can encourage more widespread business support for the natural environment.     

Engaging Hong Kong businesses in environmental change: drivers and barriers

Hong Kong's businesses have been slow to embrace environmental management principles, particularly in the SME sector. This article analyses key barriers and incentives to engaging Hong Kong businesses with voluntary environmental initiatives and compares their relevance for companies of different sizes. As in other countries, SMEs show a much lower uptake of such activities than larger companies. Their approach towards environmental management is predominantly reactive, and legislation remains the key driver for engaging them with environmental change. Inadequate government policy and support, societal attitudes and corporate culture all contribute significantly to the comparatively poor development of corporate environmental management among Hong Kong companies. As long as most SMEs regard voluntary environmental activities as costly and unnecessary ‘extras’ that endanger their competitiveness and detract resources from their core business without offering any tangible benefits, fundamental improvements in their environmental performance will be difficult to achieve. Copyright © 2006 John Wiley & Sons, Ltd and ERP Environment.     

Commitment Strategies for Sustainability: How Business Firms Can Transform Trade‐Offs Into Win–Win Outcomes

This paper addresses a fundamental problem in corporate sustainability: How can corporations transform trade‐offs through win–win‐oriented governance strategies aimed at creating value? Drawing on new strands of research in business ethics, we employ an ‘ordonomic’ perspective and proceed in four steps. First, we sketch how sustainability semantics has evolved historically from a societal searchlight to a heuristics for business practice. Second, we discuss how business firms can make strategic use of moral commitments as governance contributions by deploying individual or collective self‐commitments as well as commitment services in their stakeholder relations. Third, we combine these four governance strategies with the three ESG (‘ecological, social and governance’) criteria of sustainability. We derive and illustrate with real‐life examples a 12‐box matrix as a tool for the strategic management of corporate sustainability. Fourth, we discuss the specific contribution of our ordonomic approach to the literature. Copyright © 2012 John Wiley & Sons, Ltd and ERP Environment     

Using technology to improve the management of development impacts on biodiversity

The mitigation hierarchy (MH) is a prominent tool to help businesses achieve no net loss or net gain outcomes for biodiversity. Technological innovations offer benefits for business biodiversity management, yet the range and continued evolution of technologies creates a complex landscape that can be difficult to navigate. Using literature review, online surveys, and semi-structured interviews, we assess technologies that can improve application of the MH. We identify six categories (mobile survey, fixed survey, remote sensing, blockchain, data analysis, and enabling technologies) with high feasibility and/or relevance to (i) aid direct implementation of mitigation measures and (ii) enhance biodiversity surveys and monitoring, which feed into the design of interventions including avoidance and minimization measures. At the interface between development and biodiversity impacts, opportunities lie in businesses investing in technologies, capitalizing on synergies between technology groups, collaborating with conservation organizations to enhance institutional capacity, and developing practical solutions suited for widespread use.     

Corporate giving: Targeting the likely donor

Recent years have seen a major change in corporate attitudes to giving. There are many accounts in the literature of a move away from a purely philanthropic motive for charity support, to an opportunity-based paradigm where companies seek some tangible benefits in exchange for their donations. This paper reports the findings of a detailed survey of corporate givers undertaken in the county of Devon. The aim of the research was to determine the primary motivations for giving among the business community and the criteria most commonly used to select charities for support. The results clearly indicate that the primary motivation for giving remains a purely philanthropic one. The majority of businesses presently do not look for any gain to accrue from their charitable support and therefore do not monitor the success of their relationships with the charity sector.     

Explanatory Factors of Integrated Sustainability and Financial Reporting

The complexity of the business world has led to growing demands being made of companies regarding the information provided on their financial performance, corporate governance and contribution to developing sustainability. In response, some leading companies have begun to publish integrated reporting, in the form of a document providing a coherent summary of this information, thus facilitating stakeholder engagement. This paper examines the validity of the hypotheses of the theories of agency and of signalling, and analyses the political costs and those borne by owners in voluntarily developing this new type of business document. More specifically, in order to determine their prevalence among the suggested reasons for these paradigms, we analyse the effect of industry concentration, together with other factors, in the development of integrated reporting. The analysis of a non‐balanced sample of 1590 international companies for the years 2008–2010, in which a logistic regression methodology is applied to panel data, reveals the negative impact of industry concentration on the development of a more pluralist report, simultaneously taking into account stakeholders, sustainability and the long‐term viewpoint, as well as questions of responsible investment, business ethics and transparency. Copyright © 2012 John Wiley & Sons, Ltd and ERP Environment     

Leadership in the Context of Corporate Entrepreneurship

Established companies rely on innovation to maintain their competitiveness in the rapidly changing economic environment. These companies must perpetually develop new products and services, and create new businesses and new business models. To do so, entrepreneurial leaders within established companies need to understand and align their projects with the corporate vision and business goals. The entrepreneurial leaders must also lead by influence to obtain necessary resources to fulfill these goals. Creating an environment that encourages innovation and engenders trust is necessary for the success of entrepreneurial leaders. Skills relating to perspective taking and influence as well as the need for agility are also crucial.     

Corporate motivations for environmental sustainable development: exploring the role of consumers in stakeholder engagement

This paper examines the extent to which the end‐consumer appears to influence corporate behaviour towards reporting specific environmental management activities, through examination of environmental disclosures by the UK FTSE 100 companies. The paper also explores whether proximity to the end‐consumer is associated with particular motivations for environmental management – whether cost‐reducing or reputational benefits, hypothesizing that close‐to‐consumer companies (C2C) will have a greater focus on reputational benefits than their counterparts. The results established that C2C companies were significantly more active in particular environmental measures (climate change and management processes) than their counterparts. They were also more likely to undertake environmental activities for which there was no explicit cost‐reduction benefit, suggesting that reputation with consumers/society may be a particular business motivator for them. These findings are important to policy makers, government and investors in terms of identifying which companies are leading particular aspects of the corporate environmental agenda and understanding the driving forces for it. Copyright © 2009 John Wiley & Sons, Ltd and ERP Environment.     

企业的利润结构与可持续增长 ——基于A股竞争性上市公司的经验证据

企业的可持续增长是社会经济可持续发展的基础,企业的可持续性增长能力与利润总额和利润构成密切相关.在新企业会计准则下,利润总额由核心利润、资产减值损失、公允价值变动损益、投资损益、营业外收支净额等五个部分构成,利润总额不同构成部分的来源不一样,稳定性和持久性也不一样.实证研究发现,盈利对企业增长的可持续性具有正面影响,利润总额的不同构成部分会对企业增长的可持续产生不同影响,利润结构可以提供有关企业可持续增长的增量信息,新企业会计准则下利润表项目的调整变化提高了利润表的信息含量.     

How to unlock the benefits of MRP (materiel requirements planning) II and Just-in-Time

Manufacturing companies need to use the best and most applicable parts of MRP II and JIT to run their businesses effectively. MRP II provides the methodology to plan and control the total resources of the company and focuses on the processes that add value to their customers' products. It is the cornerstone of total quality management, as it reduces the variability and costly activities in the communication and subsequent execution of the required steps from customer order to shipment. JIT focuses on simplifying the total business operation and execution of business processes. MRP II and JIT are the foundations for successful manufacturing businesses.     

Corporate sustainability,ecological modernization and the policy process in the South African automotive industry

In the past decade, the plea for corporate sustainability has gathered momentum and protecting the environment is one aspect for organizations to address if they are to conduct business in a sustainable manner. In this paper, we present the results of a questionnaire survey on the state of corporate sustainability within the South African automotive industry. The survey focused on the meaning and relevance of sustainability to South African automotive companies, and their use of different approaches to implement sustainability in corporate practice. On this score, the paper seeks to analyze and compare the levels of voluntary environmental initiatives between large and small and medium‐sized enterprises within the automotive milieu. Survey results reveal that a majority of automotive companies have sought to improve their environmental performance by integrating environmental considerations into their core activities. Although the majority of these companies have standardized EMSs, our analysis reveals considerable differences between companies' approaches to corporate sustainability. In particular, they varied in the extent to which procedures were formalized and documented behind the corporate rhetoric of a high commitment to sustainability. The paper concludes by prescribing a number of recommendations as to how to engage and promote more widely the South African automobile manufacturing companies in environmental change. Copyright © 2009 John Wiley & Sons, Ltd and ERP Environment.     

The political bottom line: the emerging dimension to corporate responsibility for sustainable development

This paper explores the idea that businesses are being moved to proactively manage their political activities and influence in relation to their often‐expressed responsibility for promoting sustainable development, which we define as managing the ‘political bottom line’. We argue that three key drivers account for this shift: first, the growing criticism of voluntary corporate responsibility initiatives; second, the increasing awareness and targeting of corporate political activities, and third, a realization among certain corporate executives and financiers that, without changes to public policies, an individual company's own voluntary responsibility may not deliver sufficient commercial returns. We describe several initiatives on public policy dimensions of sustainable development, which indicate that some companies are beginning to manage their political power in light of societal concerns. In conclusion, we discuss the potential and limits of a ‘political bottom line’ concept by critiquing the mainstream triple bottom line discourse.Copyright © 2005 John Wiley & Sons, Ltd and ERP Environment.     

Improving corporate biodiversity management through employee involvement

This paper presents an empirical examination of the role of employee involvement in the internalization of corporate biodiversity management. A qualitative study in natural resource companies was conducted, based on semi‐directive interviews with managers, consultants, and experts in this area. The findings show that employee involvement is essential to improve biodiversity practices in natural resource companies, which largely rely on organizational citizenship behaviors for the environment. The role of tacit knowledge, voluntary initiatives, and prevention of harmful behaviors in the workplace are highlighted. The main obstacles to the internalization of biodiversity issues include their complexity, the lack of corporate commitment, the externalization of initiatives, and the lack of training for employees. The contributions to the literature on corporate environmental management, internalization of new practices, and organizational citizenship behaviors for the environment are explained. Managerial implications and avenues for future research are also provided.     

管理层过度自信、独立财务顾问与业绩承诺可靠性

以我国2008—2016年A股上市公司发起的并购重组交易事件为样本,研究了管理层过度自信的上市公司在并购和重大资产重组交易中是否具有更低的目标企业业绩承诺可靠性,以及选聘独立财务顾问是否有助于抑制管理层过度自信对于目标企业业绩承诺可靠性的不利影响。同时,进一步探究了不同特征独立财务顾问的差异及经济后果。研究结论显示：管理层过度自信的上市公司更大可能会对目标企业虚高的业绩承诺水平和盈利能力过于乐观,因而在并购交易完成后更容易面临业绩承诺不可靠的风险;整体而言,上市公司聘请独立财务顾问并没有使目标企业的业绩承诺不可靠问题得到有效缓解,独立财务顾问并没有发挥其应有的风险过滤职能;选聘独立财务顾问确实能显著提高存在管理层过度自信上市公司的业绩承诺可靠性,说明独立财务顾问确实能有效抑制管理层过度自信对目标企业业绩承诺可靠性的不利影响;进一步区分独立财务顾问的特征后发现,选聘目标企业所在地的独立财务顾问能更有效地缓解业绩承诺不可靠问题,但高声誉的独立财务顾问并没有呈现出更大的优势,表明上市公司在选聘独立财务顾问时,更注重地域特征,而非高声誉的独立财务顾问。     

数字金融如何影响企业现金持有？

基于2011—2020年中国上市企业数据和城市层面的数字普惠金融指数,考察了数字金融对企业现金持有的影响。研究发现,数字金融发展显著增加了区域内企业的现金持有,且数字金融分指标中除了覆盖广度和数字化程度外,二级指标中的数字支付和互联网信贷业务均会显著增加企业现金持有。进一步分析发现,数字金融通过提高经营活动现金流、抑制企业杠杆率和降低债务融资等机制增加了企业现金持有。此外,对于规模较小、民营和弱银企关系的企业而言,数字金融对企业现金持有的影响更显著。研究结论丰富了数字金融发展的经济后果,也拓展了现金持有理论的分析框架。     

风险投资背景异质性与退出时机选择——基于信任视角的实证研究

退出是风险投资获得投资回报、实现投资目标的关键环节,以我国2009—2016年深圳中小板和创业板IPO公司为研究样本,分析风险投资背景异质性对其退出时机的影响,并进一步检验风险投资机构与创业企业之间的信任在其中的调节作用。研究发现：风险投资背景异质性对其退出存在显著影响,与独立风险投资相比,公司风险投资在创业企业IPO后退出企业时间更晚;无论是基于声誉的信任还是基于制度的信任,风险投资机构与创业企业之间双向的信任都会促使公司风险投资更晚退出创业企业;相对于独立风险投资,公司风险投资更晚退出企业是为了追求战略回报。研究表明创业企业可以通过提升风险投资对其信任度来维护其投资管理,而风险投资机构则可以通过提升创业企业对其信任度来加深互惠互信的合作关系。     

The Governance of Corporate Responses to Climate Change: An International Comparison

In response to pressures from governments, investors, non‐governmental organizations and other stakeholders, many large corporations have adopted a variety of carbon and energy management practices, taken action to reduce their emissions and set targets to reduce their greenhouse gas emissions. Using the case of international retailers, this article examines whether, and under what conditions, non‐state actors might be capable of assuming the governance roles that have historically been played by national governments. This article concludes that external governance pressures can, if they are aligned, robust and of sufficient duration, have a significant influence on internal governance processes and on corporate strategies and actions. However, the specific actions that are taken by companies – in particular those that require significant capital investments – are constrained by the ‘business case’. That is, companies will generally only invest capital in situations when there is a clear financial case (i.e. where the benefits outweigh the costs, when the rate of return meets or exceeds company targets) for action. That is, the extent to which external governance pressures can force companies to take action, in particular challenging or transformative actions that go beyond the boundaries of the business case, is not at all clear. This is particularly the case if the business case weakens, or if the opportunities for incremental change are exhausted. In that context, the power of non‐state actors to force them to consider radical changes in their business processes and their use of energy therefore seems to be very limited. Copyright © 2016 The Authors. Business Strategy and the Environment published by ERP Environment and John Wiley & Sons Ltd     

Sustainable Corporate Entrepreneurship: Performance and Strategies Toward Innovation

The field of sustainable corporate entrepreneurship is in a nascent stage. By developing a position matrix of companies with respect to their corporate entrepreneurship and sustainability performance, we make conceptual contributions to an integrated perspective on elements supporting a sustainable corporate entrepreneurship process. We propose that such a process without evolving corporate sustainability is misleading. Methodologically, we investigate publicly available index ratings to assess strategies for and qualitative measurement of the sustainable development and innovation performance of eight top‐ranked international companies. Findings show that the strategies of the identified companies correspond well to our typology and allow suggestions of where efforts for corporate sustainability and/or entrepreneurship could be reinforced to gain or maintain a benchmark position. The article will clarify underlying elements of, and help to advance strategies for the implementation of, a sustainable corporate entrepreneurship process. Copyright © 2016 John Wiley & Sons, Ltd and ERP Environment     

Corporate governance,industrial relations and trends in company‐level restructuring in Europe: convergence towards the Anglo‐American model?

This article addresses the issue of how patterns of corporate restructuring are shaped by national systems of corporate governance and industrial relations. Using case studies of three multinationals, it sheds light on the question of whether the way in which restructuring takes place is converging towards the norms characteristic of the Anglo‐American model. It is argued that considerable changes are evident among national systems, but that these changes are not all occurring at the same pace, nor are all countries moving in the same direction. Consequently, the way that multinational companies restructure their activities varies markedly according to both the business system in their country of origin and the various host systems in which they are located.     

The Impact of Business Strategies on Online Sustainability Disclosures

With increasing attention being paid to corporate sustainability, pressure from stakeholders, especially customers, is forcing companies to implement sustainability strategies and practices that express their commitment to sustainable development, and engage with stakeholders through voluntary sustainability disclosure. To better understand the sustainability disclosure mechanisms from a business strategy perspective, this study investigates the influence of business strategy, formulated by customer groups, on online sustainability disclosure. It provides empirical observation of Malaysian public‐listed companies based on the combined lens of stakeholder and legitimacy theory. Despite the comparatively low level of corporate sustainability disclosure in Malaysia, this content analysis of online sustainability information disclosure reveals that the companies with more diversified product lines disclose more sustainability information, and that the corporate sustainability effort is significantly related to brand name. Hence, companies should be encouraged to proactively improve their sustainability performance and disclose more sustainability information in order to strengthen their brand names. Copyright © 2013 John Wiley & Sons, Ltd and ERP Environment