Business Collective Action for Corporate Sustainability

Vidal, Natalia; Buren, Harry Van

doi:10.1108/s2514-175920200000004007

Cited by 3 publications

(7 citation statements)

References 33 publications

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“…Each of these types of BCA organizations have different purposes and allow for different types of participants (Mena and Palazzo, 2012; Tashman and Rivera, 2010; Waddock, 2008). In addition, these meta-organizations can provide partial issues management for sustainability issues and their proposed responses to issues differ according to their purposes (Vidal and Van Buren, 2020).…”

Section: Business Collective Action For Corporate Sustainabilitymentioning

confidence: 99%

“…CRCs conduct portions of the issue management process for member firms, generating collective sensemaking and learning of sustainability issues. CRCs also scan and identify relevant issues, evaluate them and propose potential responses that firms can implement (Vidal and Van Buren, 2020). To identify relevant issues for their participants, CRCs look to their members, the media, issue experts and different stakeholder groups to identify emerging issues (Vidal et al , 2010).…”

Section: Corporate Responsibility Coalitions and Sensemaking Of Susta...mentioning

confidence: 99%

“…Many times, collective sanctions require removing noncompliers from the group, which can potentially lower the group’s legitimacy by suggesting to stakeholders that participants may not be as transparent and responsible as the group indicated (King et al , 2012). Because CRCs tend to propose nonbinding issues responses to its participants (Vidal and Van Buren, 2020), it can be particularly difficult for them to sanction those participating firms that misbehave. If stakeholders perceive CRCs as ineffective in delivering their proposed benefits, some participants will feel less compelled to engage in and commit resources to the coalition (Kelly and Breinlinger, 2012), thus perpetuating the cycle of inadequate participation.…”

Section: Corporate Responsibility Coalitions and Firm Capabilities Fo...mentioning

confidence: 99%

“…We address this gap through a conceptual examination of how corporate responsibility coalitions (CRCs), a form of BCA for corporate sustainability, generate and enable collective management of sustainability issues, increasing firms’ ability to explore a wider range of sustainability issues simultaneously and consequently improving their capabilities for managing sustainability issues. CRCs are independent, nonprofit membership organizations that are created and managed by business and for business to help member firms address a broad range of sustainability issues (Vidal and Van Buren, 2020; Grayson and Nelson, 2013). Although there are many forms of organizations that can address sustainability issues, such as trade associations and MSIs, we focus solely on business-only collective-action membership organizations created exclusively with the purpose of advancing corporate sustainability.…”

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confidence: 99%

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Corporate responsibility coalitions and the sustainability issues management capabilities of firms

Vidal

Buren

2022

SAMPJ

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Purpose The purpose of this study is to explore how business-only corporate responsibility coalitions (CRCs) help member firms manage sustainability issues. Design/methodology/approach This conceptual analysis of business-only CRCs, using the literature on sensemaking and social issues management, explores how participation in CRCs enhances firms’ capabilities for sustainability issues management by improving their sensemaking competencies, abilities to choose and adapt issue responses and efficiency in implementing issue responses through better issue response mechanisms. Findings Business-only CRCs help firms with high as well as low levels of sustainability orientation better manage sustainability issues by carrying out the exploratory aspects of issues management: scanning, identifying and evaluating issues and proposing responses to issues. Practical implications The widely applicable, nonbinding and scripted responses proposed by CRCs allow participating firms a high degree of autonomy to choose and adapt their responses. However, firms must approach their CRC memberships with collaborative intent and high transparency to achieve these benefits. Social implications Participation in CRCs can help scale up firms’ responses to sustainability issues through more efficient issues management processes that allow them to customize issue responses to their needs. Originality/value Research on the management of sociopolitical issues can be enriched if these issues are understood as collective, multilevel challenges rather than purely strategic issues faced by individual firms. This study contributes to the business collective action and issues management literatures by emphasizing the importance of collective management of sustainability issues and how it may improve firms’ capabilities for sustainability issues management.

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Section: Business Collective Action For Corporate Sustainabilitymentioning

confidence: 99%

Section: Corporate Responsibility Coalitions and Sensemaking Of Susta...mentioning

confidence: 99%

Section: Corporate Responsibility Coalitions and Firm Capabilities Fo...mentioning

confidence: 99%

mentioning

confidence: 99%

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Corporate responsibility coalitions and the sustainability issues management capabilities of firms

Vidal

Buren

2022

SAMPJ

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“…Related to this study, the result of sustainability leadership toward high-performing school leaders concluded that sustainability and leadership will enhance and influence strategies for school organisation change towards corporate sustainability (Thakhathi et al 2019). Corporate sustainability refers to the access to clearer rules and guidelines for managing sustainability issues, more efficient in managing multiple stakeholders' demands due to enhanced opportunities for learning, benefit from individual and reputation management, and are better able to capture weak signals about opportunities and threats in the external environment (Vidal and Buren 2020). This significance of sustainability leadership toward high-performing school leaders concluded that school leaders in high-performing schools used this characteristic of sustainability to sustain their school organisations as high-performing schools.…”

Section: The Influence Of Sustainability Leadership On High-performin...mentioning

confidence: 99%

The influence of entrepreneurial leadership and sustainability leadership on high-performing school leaders: mediated by empowerment

Kasim

2021

Leadersh Educ Personal Interdiscip J

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The fifth shift of the Malaysian Education Blueprint (MEB) 2013–2015, stated that the ministry will ensure high-performing school leaders are placed in every school. But the main challenge for the Malaysian school leader is to improve and achieve the key performance indicators of high-performing schools. This study supports the aspirations of MEB 2013–2015 by identifying the best practices of leadership to achieve outstanding student performance as well as to maintain the high-performance of schools. Therefore, this study examines the influence of entrepreneurial leadership, sustainability leadership and empowerment towards high-performing school leaders in primary schools of East Coast Malaysia. The instrument used is a questionnaire adopted from several questionnaires developed by previous researches on entrepreneurial leadership, sustainable leadership, empowerment and high-performing school leaders. A total of 486 questionnaires were distributed to the respondents of 15 high-performing primary schools in Kelantan, Terengganu and Pahang using the random sampling technique. With a 58 percent return rate, the data were analyzed using SPSS version 24 and SmartPLS version 3.28 for descriptive analysis, measurement model and structural model. The findings show that variables such as entrepreneurial leadership exerted a significant influence on high-performing school leaders and sustainability leadership also exerted a significant influence on empowerment. In addition, the results of this study support the contributions of the study that have been proposed. The findings of this study will contribute to future research, particularly to researchers aiming to examine this leadership style in depth on school performance in Malaysia.

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Managing for stakeholders towards corporate environmental sustainability

Góes

Fatima

Jhunior

et al. 2023

Corp Soc Responsibility Env

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The purpose of this paper is to clarify the relationship between the managing for stakeholders approach and corporate environmental sustainability. Focused on the debates on the impacts that organizations and their stakeholders have on society's welfare, our conceptual paper proposes a rationale addressing the question: In what ways does managing for stakeholders may influence corporate environmental sustainability? To this end, we analyze previous literature on managing stakeholders focused on how firms address stakeholders' environmental concerns and previous literature on corporate sustainability focused on managing stakeholders' expectations.There is a fit between adopting a managing for stakeholders approach and encouraging firms to become more environmentally sustainable. Furthermore, our rationale argues that this approach may also influence firms to build closer relationships with stakeholders by adopting transparent practices and proactive environmental strategies, impacting synergic value creation, stakeholder engagement, and overall performance. Finally, we argue for a novel approach to link managing for stakeholders and corporate sustainability while suggesting propositions for future investigation and implications for practitioners.

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Business Collective Action for Corporate Sustainability

Cited by 3 publications

References 33 publications

Corporate responsibility coalitions and the sustainability issues management capabilities of firms

Corporate responsibility coalitions and the sustainability issues management capabilities of firms

The influence of entrepreneurial leadership and sustainability leadership on high-performing school leaders: mediated by empowerment

Managing for stakeholders towards corporate environmental sustainability

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