Responsabilité sociétale et développement durable

English (United Kingdom)

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Environmental Management and Firm Competitiveness: The Joint Analysis of External and Internal Elements

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Publication date: Available online 21 December 2015
Source:Long Range Planning

Author(s): María D. López-Gamero, José F. Molina-Azorín

The impact of proactive environmental management on the competitiveness of a firm is the subject of an ongoing debate, and a review of the existing literature provides no clear conclusion, and, at times, conflicting results. In this paper, we advance the understanding of this relationship through a joint analysis of external (voluntary norms and stakeholders) and internal factors (firm resources), examining their influence on proactive environmental management and whether firms that adopt proactive environmental management achieve competitive advantages in costs and differentiation. Drawing on a data set of 208 firms, this paper fills gaps in the extant literature on the potential for using a contingent approach integrating external and internal aspects. Thus, this work addresses an important gap by presenting a multi-theoretical approach combining two theories, institutional theory and the resource-based view, to recognize the wider influencing factors impacting on environmental management, and showing that those theories are complementary rather than mutually exclusive. We provide managerial implications that can guide managers in their choice of approach, as a way to contribute to the competitive advantage of their firms.






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Enterprise strategy concept, measurement, and validation: Integrating stakeholder engagement into the firm's strategic architecture

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Publication date: Available online 2 January 2016
Source:European Management Journal

Author(s): Veselina Vracheva, William Q. Judge, Timothy Madden

A firm's enterprise strategy is its overarching strategic orientation, addressing questions regarding its general purpose and the specific nature of its relationships with stakeholders along two dimensions: (a) scope, which represents the range of stakeholders the organization attempts to serve, and (b) type, which represents the general motivation behind stakeholder initiatives. The corporate social responsibility literature has played an important role in bringing a concern with stakeholder issues; however, this literature does not provide a systematic means of integrating these concerns into the firm's strategic architecture. Enterprise strategy offers a unifying construct, grounded in strategic considerations of both the social and economic demands placed on an organization. However, despite its conceptual importance to strategy and social issues, this construct is empirically underdeveloped. This study develops a reliable and valid measure of the enterprise strategy construct to advance the field's understanding of this increasingly important stream of research. Based on computer-aided text analyses of company letters to stakeholders, we systematically identify terminology that reflects the scope and type of a firm's espoused enterprise strategy. Overall, these data support four fundamental orientations of enterprise strategy: (1) narrow defensive, (2) narrow offensive, (3) broad defensive, and (4) broad offensive.






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Transnational Governance, Deliberative Democracy, and the Legitimacy of ISO 26000: Analyzing the Case of a Global Multistakeholder Process

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Globalization arguably generated a governance gap that is being filled by transnational rule-making involving private actors among others. The democratic legitimacy of such new forms of governance beyond nation states is sometimes questioned. Apart from nation-centered democracies, such governance cannot build, for example, on representation and voting procedures to convey legitimacy to the generated rules. Instead, alternative elements of democracy such as deliberation and inclusion require discussion to assess new instruments of governance. The recently published standard ISO 26000 is an interesting example of transnational governance. ISO 26000 was developed in a lengthy multiorganizational process for the purpose of giving guidance on the social responsibility of organizations. By assessing the specific case of ISO 26000, this study sheds light on the question of how legitimacy beyond nation-state democracy is ensured or constricted. Centering on the idea of deliberate democracy and democratic legitimacy, the study offers in-depth insights on the normative legitimacy of the development process of ISO 26000. Positioned on the interface of business studies and public policy, this article contributes to the academic literature on transnational governance and on the role of multistakeholder processes in shaping the role of business in society.


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