Corporate environmental strategies as tools to influence regulation

Influencing Clean Energy Laws: an Analysis of Business Stakeholder Engagement

“…The summary shows that firms and NGOs favoured strong pre‐emptive actions and behaviours in order to shape the CEL. These results suggest that stakeholders will tend to react to new environmental laws by attempting to influence the legislation to their best competitive advantage (Lyon and Maxwell, ; Funk, ; Porter and Kramer, ; Clemens et al ., ). In this study, the defensive responses have played a lesser complementary role in attempting to influence the CEL.…”

Corporate Ecological Responsiveness: Antecedent Effects of Institutional Pressure and Top Management Commitment and Their Impact on Organizational Performance

“…Therefore, it may be prudent for policy makers to provide organizations with mechanisms (such as incentives) to procure and implement the skills and technology required to engage in environmentally responsible activities. By appealing to the self‐interest of the firm, firms may be less likely to attempt to ‘soften the impact of new laws by inducing regulators to set relatively weak standards’ (Lyon and Maxwell, ). Of course, incentives include the use of not only monetary incentives (such as tax breaks for environmental training) but also others such as environmental monitoring and enforcement (Gray and Shimshack, ).…”

Communication in the creation of corporate values

“…Their identifiable role in internal communication produces an intangible part of the corporate value system which can be recognised and acknowledged as a significant source of power more important than corporate capital (see Harvey and Lusch, 1999). On the basis of their role in the process of creating corporate values, they have a significant role in treating potential and current conflicts between a company and its environment (Lamming et al, 1999;Lyon and Maxwell, 1999;Singh, 2000;Waddock and Smith, 2000). Their modern concept is different from those conventionally misinterpreted ones which have contributed to the corruption of both marketing and PR activities (see Moloney, 1999) as well as to the ambiguous concept of lobbying and its morally unacceptable practice.…”