Stakeholders Pressures and Strategic Prioritisation: An Empirical Analysis of Environmental Responses in Argentinean Firms

This article focusses on corporate attitudes to stakeholder environmental pressures in Argentina. It uses a cross section survey of 505 CEOs of Argentinean firms to gather information on environmental attitudes and a stakeholder theory framework to design and interpret the statistical analyses. It is underpinned by theoretical and empirical findings in the literature on stakeholder management, targeting in particular studies that deal with corporate social responsibility (CSR) in Latin America. Its general aim is to gain a deeper empirical understanding of the coherence between managers’ perceptions of stakeholder pressures and the importance they are given in corporate CSR strategies through an empirical investigation of environmental management (EM) decisions. In doing so, it uncovers general differences in the way firms perceive and treat groups of stakeholders. It also detects variations across firms, observing that some are typically proactive in their response to stakeholder pressures whilst others are less responsive. Profiling the various stakeholder networks and the corporate response strategies in this way encourages the development of stakeholder-focussed policies and corporate strategies that emphasise communications, awareness and a clear sense of direction. It concludes that CSR appears to be more effective in the protection of the environment than previously reported. Although this study focusses on EM in Argentina, the findings are more generally applicable.     

Internalization of Environmental Practices and Institutional Complexity: Can Stakeholders Pressures Encourage Greenwashing?

This paper analyzes the determinants underlying the internalization of proactive environmental management proposed by certifiable environmental management systems (EMSs) such as those set out in ISO 14001 and the European Management and Auditing Scheme (EMAS). Using a study based on 232 usable questionnaires from EMAS-registered organizations, we explored the influence of institutional pressures from different stakeholders and the role of corporate strategy in the “substantial” versus “symbolic” integration of environmental practices. The results highlighted that although institutional pressures generally strengthen the internalization of proactive environmental practices, the influence of stakeholders can either support the integration of these practices or encourage their superficial adoption. For example, while pressure from suppliers and shareholders contribute to corporate greening, pressure from customers and industrial associations tend to encourage greenwashing (i.e., the superficial and misleading adoption of environmental practices). Product quality-oriented strategies also positively influence EMS internalization. The paper sheds light on the institutional complexity underlying the substantial versus symbolic implementation of environmental practices, and questions the dominant isomorphic view of EMS adoption. The paper also bridges the gap between complementary approaches on corporate greening, notably neo-institutional and stakeholder theories.     

How do Small and Medium Enterprises Go “Green”? A Study of Environmental Management Programs in the U.S. Wine Industry

In industries populated by small and medium enterprises, managers’ good intentions frequently incur barriers to superior environmental performance (Tilley, Bus Strategy Environ 8:238–248, 1999). During the period when the U.S. wine industry was beginning to promote voluntary adoption of sound environmental practices, we examined managers’ attitudes, norms, and perceptions of stakeholder pressures to assess their intentions to implement environmental management programs (EMP). We found that managers within the simple structures of these small and medium firms are responsive to attitudes, norms, and pressures from internal stakeholders and that voluntarily established EMP increased the success of firms’ implementation of energy conservation and recycling practices. Applications of our findings to future research on small and medium enterprises as well as direct practical applications of our results are discussed.     

Drivers of Environmental Disclosure and Stakeholder Expectation: Evidence from Taiwan

This article investigates stakeholder expectations associated with corporate environmental disclosure. Several articles have studied the effect that stakeholder pressure has on environmental disclosing strategies. In this article, we extend previous research to an examination of the influence of external, internal, and intermediary stakeholder groups or constituencies in turn to clarify the demands of multiple stakeholders as to firms’ disclosure of sufficient and adequate environmental information. The sample comprised Taiwanese firms listed on the Taiwan Stock Exchange. Our results show that the level of environmental disclosure is significantly affected by stakeholder groups’ demands. External stakeholder groups, such as the government, debtors, and consumers, exert a strong influence over management intentions regarding the extent of environmental disclosure. Internal stakeholder groups, such as shareholders and employees, impose additional pressures on firms to disclose environmental information. As for intermediate stakeholder groups, environmental protection organizations, and accounting firms, these can greatly influence managerial choices regarding their environmental disclosure strategies.     

The contingent influence of organizational capabilities on proactive environmental strategy in the service sector: An analysis of North American and European ski resorts

Our study of 134 North American and European ski resorts examines the influence of externally focused organizational capabilities on the generation of proactive environmental strategies under contingent effects of uncertainty in the general business environment. We find that the capabilities of strategic proactivity and continuous innovation are associated with proactive environmental strategies. Managerial perceptions of uncertainty in the general business environment moderate the deployment of the capability of continuous innovation at all levels of uncertainty and stakeholder engagement at low and average levels of uncertainty. The study contributes to the resource‐based view (RBV) by illuminating an important contingency under which capabilities are likely to be deployed to generate a proactive corporate strategy. Copyright © 2007 ASAC. Published by John Wiley & Sons, Ltd.     

Why Do Microfinance Institutions Go Green? An Exploratory Study

In recent years, in addition to financial and social objectives, the microfinance industry has started to look at its environmental bottom line. The objective of this paper is to identify why microfinance institutions (MFIs) decide to go green. Data was collected through a quantitative survey of 160 MFIs and qualitative semi-structured interviews of 23 MFIs’ top managers. Basing our analysis on the model of ecological responsiveness developed by Bansal and Roth (Acad Manag J 43(4):717–736, 2000), we discover that MFIs for which legitimation (stakeholder pressure) is the dominant driver tend to adopt a defensive approach and set up more superficial negative strategies to appear green. In contrast, MFIs for which social responsibility is the dominant driver tend to be more proactive and innovative and develop adapted financial and non-financial services to promote environmentally friendly practices.     

Proactive CSR: An Empirical Analysis of the Role of its Economic, Social and Environmental Dimensions on the Association between Capabilities and Performance

Proactive corporate social responsibility (CSR) involves business practices adopted voluntarily by firms that go beyond regulatory requirements in order to actively support sustainable economic, social and environmental development, and thereby contribute broadly and positively to society. This empirical study examines the role of the economic, social and environmental dimensions of proactive CSR on the association between three specific capabilities—shared vision, stakeholder management and strategic proactivity—and financial performance in small and medium enterprises (SMEs). Using quantitative data collected from a sample of 171 Australian SMEs in the machinery and equipment manufacturing sector and employing structural equation modelling, we find that the adoption of practices in each CSR dimension by SMEs is influenced slightly differently by each capability, and affects financial performance differentially. The study also demonstrates the importance of the interaction between the three dimensions of proactive CSR in positively moderating the deployment of each individual CSR dimension to generate financial performance. Paying primary attention to the economic dimension of proactive CSR and selectively focusing on social and environmental elements of proactive CSR that drive and support the economic dimension are of key importance to sustainable long-term financial success for SMEs.     

MANAGING INTEGRATED MARKETING COMMUNICATION (IMC) THROUGH STRATEGIC DECOUPLING: How Luxury Wine Firms Retain Brand Leadership While Appearing to Be Wedded to the Past

Firms increasingly leverage cultural sources of authenticity in their communication strategies to derive competitive advantage and brand value. The management of authenticity presents problems for brand managers. This paper draws on institutional theory by examining how firms deliberately decouple projected images from internal operations to create powerful brand images. The authors explore the strategies of 26 prestige wineries across 5 countries, and find that brand managers deliberately decouple outward images from internal practices, walking a fine line between remaining "true" to important values and real commercial considerations. The findings challenge whether integrated marketing communication (IMC) always requires tight integration with internal operations (the "one voice, one look" view of IMC). Our findings have particular relevance for niche marketers.     

Corporate environmentalism pursuit by foreign firms competing in China

This study examines the relationships among environmental orientation, environmental strategy, firm performance, and regulatory stakeholder influence. Survey data collected from foreign invested enterprises (FIEs) in China show that while internal environmental orientation positively influences environmental corporate (but not marketing) strategies, external environmental orientation positively influences both. These two types of environmental strategy are, in turn, found to positively affect firm performance. Regulatory stakeholder influence is found to exert a direct effect on external environmental orientation. Moreover, it is found to positively moderate the relationship between environmental orientation and environmental strategy. These findings provide FIE executives with useful insights into enhancing firm performance through the pursuit of corporate environmentalism.     

Does international experience help firms to be green? A knowledge-based view of how international experience and organisational learning influence proactive environmental strategies

Early research on environmental strategy in international firms focused predominantly on direct investment as an expansion strategy for multinationals. However, we know relatively little from a strategic management perspective about exporting, which is the most prevalent form of international expansion. For this reason, we examine whether the knowledge that export firms acquire abroad influences their environmental strategies. Using a sample of export firms from the food industry, we show that the number of years spent in developing export activities does not contribute to developing a proactive environmental strategy; however, a more complex experience of environmental international diversification is positively related to a firm's proactive environmental strategy. Finally, organisational learning capability moderates the positive relationship between environmental international diversification and environmental proactivity.     

Stakeholder Management Theory, Firm Strategy, and Ambidexterity

Stakeholder theory scholars have recently addressed two crucial calls: the first is for the integration of strategy and ethics, of stakeholder theory and strategic management, and the second call is for the development of a dynamic approach to stakeholder management. I have attempted to answer these calls by developing a theoretical framework that links together stakeholder management, stakeholder commitment to cooperate with the firm, key decision makers?? ethical commitment, and firm strategy. Starting from the basic assumption that managers cannot meet all stakeholders?? demands immediately and in a tailored manner, I contend, first, that an ambidextrous approach to stakeholder management is conducive to stakeholders?? commitment to cooperate for the sustainable well-being of the firm and, second, that firm strategy and key decision makers?? ethical commitment moderate the relationship between an ambidextrous stakeholder management and stakeholder commitment to cooperate. Furthermore, drawing on this theoretical framework, I attempt to address the call for the integration of strategy and ethics by proposing a three-level conceptual model that distinguishes the objectives, the field, and the levers of integration. Finally, I outline a set of propositions that, taken together, represent a first attempt to develop a dynamic approach to stakeholder management.     

Engaging and marketing to stakeholders in World Heritage Site management: a United Kingdom multiple case study perspective

ABSTRACT

This research addresses the limited studies which apply stakeholder theory to World Heritage Site (WHS) management and managerial theory to heritage management. WHS management highlights a context where sites rely on numerous interests uniting through goodwill. This is intensified by the multiple-ownership patterns which characterise many WHSs, necessitating a need for collective action. This study aims to explore how managers attempt to manage stakeholders and generate involvement and support. This study adopts a multiple case study approach, exploring three United Kingdom WHSs. Data were collected through interviews, documentation and physical artefacts. The analysis found that through representation, raising awareness and support, managers were able to generate stakeholder patronage. However, this required managers to look beyond informative engagement toward participatory means. Furthermore, the findings highlight the importance of the facilitators, time and money in successful stakeholder engagement. Lastly, conclusions, limitations and future research are offered. Underpinned by stakeholder theory, this paper contributes to the understanding of stakeholder engagement within WHS management and adds to limited empirical studies on multiple sites. This investigation found that engagement is constrained by managers’ limited time and resources. Furthermore, participatory engagement is essential in fostering stakeholders’ responsibility for site management and developing relationships with managers.     

Quality function deployment in failure recovery and prevention

This paper presents a strategic model for proactively recovering and preventing service failures; it employs an analytical hierarchy process (AHP) to measure the severity of failure categories and ultimately employs quality function deployment (QFD) to identify the execution order of proactive recovery and prevention strategies. Questionnaires on AHP and QFD were used to collect data. The results show that the three most important strategies, ‘Educational training of employees,’ ‘Managerial level professional expertise and leadership,’ and ‘Staff appraisal, reward, and punishment systems,’ are within the purview of human resources management. Human resource management plays a key role in service failure and recovery management. For individual failure categories, business managers can select those that are most severe and execute proactive recovery and failure prevention strategies. We propose a methodology for designing service recovery systems and that addresses the gap in academic research on proactive recovery and service failure prevention.     

The Value of Environmental Social Responsibility to Facility Managers: Revealing the Perceptions and Motives for Adopting ESR

This study is grounded in the debate surrounding the perceived value of environmental social responsibility (ESR). Applying the Managerial Theory of the Firm, in-depth interviews were conducted to identify managerial motives, perceptions, and perceived value of ESR. Using sport and public assembly facilities as the research context, environmentally responsible information was obtained from facility managers who were members of the International Association of Venue Managers. In total, 15 one-hour, interviews with key facility personnel demonstrate that (1) internal stakeholder pressure, (2) organizational culture, (3) financial cost-benefit, (4) competitiveness, and (5) ethical motives were the drivers for ESR engagement. Taken together, the findings suggest that establishing a culture of ESR, the ??business case?? for environmental responsibility, and ethical concerns offered the most value for the sport and public assembly facility managers.     

Environmental Leadership and Consciousness Development: A Case Study Among Canadian SMEs

The objective of this paper is to explore how the various stages of consciousness development of top managers can influence, in practical terms, their abilities in and commitment to environmental leadership in different types of SMEs. A case study based on 63 interviews carried out in 15 industrial SMEs showed that the organizations that displayed the most environmental management practices were mostly run by managers at a post-conventional stage of consciousness development. Conversely, the SMEs that displayed less sustainable environmental management practices were all run by managers at conventional stages of development. Drawing upon diverse examples of environmental leadership, this paper analyzes the reasons why the stages of post-conventional consciousness development of top managers seem to foster corporate greening in SMEs. The study also sheds light on the key values and abilities associated with both environmental leadership and the upper-stages of consciousness development, which include a broader and systemic perspective, long-range focus, integration of conflicting goals, collaboration with stakeholders, complexity management, collaborative learning, among others.     

Stealing thunder as a crisis communication strategy in the digital age

The proliferation of social media and information communication technologies (ICTs) has transformed the crisis communication landscape. We are increasingly seeing new crisis development patterns and stakeholder communication processes that overwhelm traditional crisis communication protocols. Crisis communication theories and best practices, however, remain largely reactive and may not provide practical implications for effective communication strategies in the digital age. Crisis communication must advance to proactive strategies with stakeholder-focused communication. This article provides research-based evidence with real-world examples to illustrate why stealing thunder must be considered a strategic crisis communication option in the digital age. Managers must understand how social media and ICTs influence the current crisis communication ecosystem and how stealing thunder can help them navigate crises.     

Ethical corporate social responsibility: A framework for managers

Managers encounter difficulties in developing corporate social responsibility programmes. These difficulties arise from conflicting interests and priorities. Pressures may be both internal and external and corporate social responsibility programmes usually evolve from a combination of proactive and reactive policies. The first experiences of a company are likely to be reactive, in response to requests for equipment, sponsorship or charitable donations but companies soon become aware of the benefits of planned programmes. Planning implies objectives, performance criteria and evaluation, and a rational framework for decision-taking. This paper attempts to highlight problem areas for managers and to develop a pragmatic framework of analysis which will help identify and clarify corporate social responsibilities. The paper, which is written from a UK perspective discusses the contribution of stakeholder models and highlights limitations of this approach. It develops an ethical framework focused on concepts of responsibility.Jacquie L'Etang is a Lecturer in Public Relations at the University of Stirling, Scotland and teaches on the full-time and distance learning MSc degrees in Public Relations. She has postgraduate degrees in history, public relations and social justice and her main research interests are in business ethics and the theory, history and sociology of public relations.     

Multinational Enterprise Subsidiaries and their CSR: A Conceptual Framework of the Management of CSR in Smaller Emerging Economies

There is a lack of theoretical consensus on how multinational enterprises (MNEs) should implement corporate social responsibility (CSR) to build legitimacy, particularly those operating in the smaller Asian emerging market context, where current growth in the global economy is being felt more acutely than elsewhere. This paper argues for theoretical integration of business ethics (BE) and international business (IB) research to address this concern. Hence, we explore the management of CSR strategies by MNE subsidiaries with specific interest on their proactive adoption of strategic CSR to obtain legitimacy in a foreign host country. Drawing on the recent CSR literature and related theories, including stakeholder theory and institutional theory, propositions and a conceptual framework are developed and presented. The framework integrates BE and IB concepts on the different dimensions of CSR and provides a theoretical derived explanation of the process for strategic adoption of global through to more local CSR strategies by MNE subsidiaries to build legitimacy in an emerging market context. In addition, the framework provides valuable insights into the adoption of different ethical approaches or CSR strategies based on the level of ethical pressure in a host country and the degree of CSR ingrainedness in the parent company.     

Green Business Strategies of Exporting Manufacturing Firms: Antecedents,Practices, and Outcomes

This research investigates the drivers that lead exporting manufacturing companies to adopt environmentally friendly actions, exploring green business practices/strategies they conducted and examining the outcomes which resulted from companies' green business activities. This exploratory study particularly focuses on green business strategies of Turkish manufacturing exporters. Thirty-two semi-structured interviews were conducted with executive managers from 22 companies and analyzed using qualitative content analysis. The results of the study reveal two internal (i.e., capabilities and resources) and four external stimulating forces (i.e., stakeholder pressures, institutional-based, network-based, and external factors) that encourage companies to implement green business operations, which were also classified under six functional themes. This study emphasizes several noteworthy outcomes (i.e., export competitive advantage and export performance). In doing so, the findings of this study provide a holistic insight into green business strategies within the exporting context by outlining both theoretical and managerial implications.     

Retail Integration Strategies in the EU: Scandinavian Grocery Retailing

Until recently, restructuring activity in the EU retail industry has primarily been domestically oriented and focused upon growth opportunities in the retailers' home market. Alongside the on-going harmonization and integration of European markets, grocery retailers have become increasingly interested in cross-border integration activity. Although a salient feature of Scandinavian grocery retailing, this (r)evolution of the industry has attracted only minor attention in academic literature. This paper examines the motives and strategies underlying the intensified integration activity of Scandinavian grocery retailers in general and their integration across national as well as industry boundaries, in particular. The analysis of recent integration events displays a fairly balanced distribution between proactive and reactive motives, albeit the former motive tends to dominate in the case of grocery retailers' integration activity across industry borderlines. Above all, the proactive motive has been apparent in many of the recent partnerships established laterally between Scandinavian grocery retailers and other companies.