Drawing on the resource‐based view of the firm, we examine how complexity, uncertainty and munificence in the general business environment moderate the association between a firm's stakeholder integration capability and its environmental strategy. Our data were drawn from 134 ski resorts in 12 countries in western Europe and North America. Our study finds that (1) an organizational capability of stakeholder integration is associated with a service firm's adoption of a proactive environmental strategy; (2) an uncertain business environment has a direct positive influence and a complex business environment has a direct negative influence on a firm's environmental strategy; and (3) complexity has a negative moderating influence on the relationship between a firm's stakeholder integration capability and its environmental strategy.

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.

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This paper examines the influence of internal barriers on the relationship between the organizational capability of stakeholder integration and proactive environmental strategies. We adopt a moderate hierarchical regression model to test the hypotheses using data from a sample of 73 managers in the business education industry. The paper contributes to stakeholder theory by showing that stakeholder integration positively influences the development of proactive environmental strategies when managers perceive internal barriers to the development of such strategies. This article also explores an ethical dilemma-managers may use the stakeholder integration capability to support their own interests rather than to benefit stakeholders.

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PurposeThe purpose of this paper is to consider whether those nonprofit organizations which exhibit more similar characteristics to market organizations regarding the percentage of paid employees with functions similar to the ones in market organizations in relationship with total workers have a different model of human resource management in relation to their CEO than those organizations which exhibit fewer similarities to market organizations.Design/methodology/approachThe hypotheses proposed in this study have been tested using a sample of 1,999 Spanish nonprofit organizations.FindingsThe results show that the CEOs of nonprofit organizations with most similarity to for‐profit organizations will have a more formalized employment relationship and a higher level of education than the CEOs of nonprofits with least similarity to for‐profit organizations.Research limitations/implicationsThis paper has several limitations from the heterogeneity of the sample to the fact that the conducted study is a cross‐sectional study of the current situation.Practical implicationsThe practical implications of this paper imply that nonprofit organizations which are evolving, in terms of their workforce, towards a high percentage of paid employees or those who are already in this position will have to adapt to the way in which for‐profit organizations operate if they wish to achieve levels of effectiveness and efficiency to make them competitive in this sector.Originality/valueOne of the reasons for proposing this work is the small number of empirical studies trying to address systematically the relationship between the CEO and the characteristics of nonprofit organizations.

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