This paper analyzes strategic implications of corporate responsibility (CR) and in particular how a firm can differentiate with an environmentally responsible image. A single case study was conducted in the Nordic hospitality industry with semi‐structured interviews as the main data collection method.By adopting an environmentally responsible identity through shared values with the firm's key stakeholders, the firm can reflect an environmentally responsible image. This image can enhance the firm's strategic position through internal and external differentiators from competitors – as the firm becomes a more preferred employer, partner and supplier, it results in enhanced employee motivation, cost savings, better reputation, and greater guest loyalty. The amount of CR depends on the micro/meso/macro/global‐level drivers, and competitive aims of the firm. The emphasis on stakeholder communication becomes greater as the firm increases its CR‐aggressiveness. Copyright © 2010 John Wiley & Sons, Ltd and ERP Environment.
Highlights¥ The central premises of the ecocentric organisation literature are identified. ¥ Three essential qualities of objects for ecocentric theorising are proposed. ¥ The implications for ecological practice and theory are discussed. ¥ It is concluded that a new ontology is needed in the Anthropocene. AbstractAs a response to anthropogenic ecological problems, a group of organisation scholars have acknowledged the importance of ecocentric theorising that takes materiality and non-human objects seriously. The purpose of this article is to examine the philosophical basis of ecocentric organisation studies and develop an ontological outline for ecocentric theorising in the Anthropocene. The paper identifies the central premises of ecocentric organisations from the previous literature, and complements the theory with a set of ontological qualities common to all objects. The study draws on recent advances in object-oriented and ecological philosophies to present three essential qualities of objects, namely autonomy, uniqueness, and intrinsicality. The paper discusses how these qualities are critical in reclaiming the lost credibility and practical relevance of ! ! 2 ecocentrism in both organisational theory and the sustainability sciences in general. To organise human activities in a sustainable manner in the new geological era, a new ontology is needed that not only includes materiality and non-humans in the analysis, but also leads to an ecologically and ethically broader understanding of ecospheric beings and their relationships.
Firms are encouraged to manage their corporate responsibility and identity in accordance with the popular stakeholder theory. Managers are, however, confronted with the complexity of the praxis and related ethical dilemmas, as the expectations of their external stakeholders may be myriad, ambiguous and self‐contradictory, or even non‐existent in the global and dynamic business contexts. Therefore, the purpose of this paper is to (a) review and critically discuss the stakeholder approach in striving for a responsible identity and (b) introduce an alternative approach that can address its inadequacies and shortcomings. The study outlines an alternative theorem, the awareness approach to responsible identity. In the conclusions, the article proposes how firms can adopt a responsible identity that leads to a desired image and reputation, and maps out further research opportunities. Copyright © 2011 John Wiley & Sons, Ltd and ERP Environment
Highlights¥ Technological practice cannot and does not let objects be. ¥ This leads to an increase in the cumulative matter/energy throughput. ¥ To achieve degrowth, throughput must reduce. ¥ Releasement of objects leads to a reduction in throughput. ¥ An ethos of releasement is needed to degrowth. AbstractThe large-scale ecological damage caused by growth societies calls for economic degrowth in terms of a radical decrease in matter/energy throughput. This article examines the role of modern technology in degrowth with a focus on the question of agency and its ethical implications. After conceptualising technology as practice, the paper finds that while technological practice encompasses an agency for social change, it is restricted to transforming the non-human world to human-made objects. This is because in technological practice the world and its objects unfold as a standing-reserve for human use. Due to this calculative and anthropocentric thinking, technological practice does not and cannot support the emergence of a kind of agency that either does or can let things be. Moreover, the more technological the practice, the more objects are utilised. The paper concludes that technological practice does not support the transition to degrowth, because it directs its agents towards the continuous transformation of non-human-made objects into humanmade objects resulting in an increase in cumulative throughput. The paper thus suggests that an ethos of releasement is needed to attain, as well as to live in, a degrowth society. The rationale provided for refraining from the technological practice in order to contribute to ecologically sensible social change is the chief contribution of this paper.
This is a repository copy of Business for sustainable change: Extending eco-efficiency and eco-sufficiency strategies to consumers.
This paper explores how food chain responsibility can be connected to strategy. The aim is to identify how strategic corporate responsibility (CR) intentions are in the Finnish food chain and analyse how competitiveness could be enhanced and sustained with strategic CR. The theoretical framework is built on a contextual definition from a resource-based view. A multiple case study method was deployed and the data were collected through 20 semi-structured interviews. It was found that the case companies aim at increasing their chain's competitiveness with CR. The food chain responsibility can be connected to strategy with varying depth and breadth. This results in four types of strategic CR combinations, namely: beyond-responsive & holistic; beyond-responsive & arrowhead; responsive & holistic; and responsive & arrowhead. The strategic CR combination that is rare, inimitable, and for which competitors cannot find substitutes, can yield a sustained competitive advantage and above-normal economic performance.
This article examines how agency should be conceptualized to manage the pressing problems of the Anthropocene in support of sustainable change. The article reviews and analyzes literature on agency in relation to planetary boundaries, advancing the relational view of agency in which no actors are granted a primary ontological status, and agency is not limited to humans but may be attributed to other actors. This understanding of agency can effectively contribute to sustainable organizations; on the one hand, it enables non-anthropocentrism and on the other hand, admits that networks bind actors. We conclude that boundary blurring (between actors) and boundary formation (between actors and networks) are complementary processes. Consequently, relationality is proposed as an applicable means of respecting planetary boundaries, while recognizing that all action flows through circuits of power whose obligatory passage points are the major conduits for intervention. Intervention occurs through regulation and nudging action such as ecotaxation.
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