Green alliances: Strategic relations between businesses and environmental groups

Stafford, Edwin R.; Hartman, Cathy L.

doi:10.1016/s0007-6813(96)90023-3

Cited by 81 publications

(58 citation statements)

References 3 publications

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“…This has occurred for a variety of reasons, including to comply with regulations and to reduce the cost of future compliance (Dechant et al, 1994;Ghobadian et al, 1995;Porter and van der Linde, 1995;Shrivastava, 1995;Hart and Ahuja, 1996;Ghobadian et al, 1998;Dias-Sardinha and Reijnders, 2001;Rivera-Camino, 2001), to comply with industry environmental codes (Howard et al, 1999), particularly when sanctions for noncompliance are invoked (King and Lenox, 2000), to decrease operating costs (Shrivastava, 1995;Russo and Fouts, 1997;Esty and Porter, 1998;Reinhardt, 1999) and to improve stakeholder relations (Stafford, 1996;Berman et al, 1999;Cormier and Magnan, 1999;Henriques and Sadorsky, 1999;Reinhardt, 1999;Waddock and Graves, 2000;Rivera-Camino, 2001). Other incentives include the perceived environmental visibility of the firm (Bowen, 2000), a sense that such improvements will result in competitive advantage (Hart, 1995;Shrivastava, 1995;Reinhardt, 1999;Bansal and Roth, 2000), a sense that without active environmental management the firm's legitimacy is in question (Bansal and Roth, 2000;Sharma, 2000) and a sense of social responsibility and desire to adhere to societal norms (Hussain, 1999;Bansal and Roth, 2000;Cordano and Frieze, 2000;Flannery and May, 2000).…”

mentioning

confidence: 99%

Scoring corporate environmental and sustainability reports using GRI 2000, ISO 14031 and other criteria

Morhardt

Baird

Freeman

2002

Corp Soc Responsibility Env

270

197

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The purpose of this paper is to evaluate the extent to which current voluntary corporate environmental reports meet the requirements of two new sets of guidelines: (i) the Global Reporting Initiative GRI 2000 sustainability reporting guidelines and (ii) the ISO 14031 environmental performance evaluation standard. We converted them to comprehensiveness scoring systems then used them along with three existing comprehensiveness scoring systems to evaluate the 1999 reports of 40 of the largest global industrial companies. Many of the reports scored highly with the existing systems, but the GRI and ISO guidelines are much more detailed and comprehensive, and resulted in much lower scores. In particular, the economic and social topics that make up 42% of the potential GRI score and the environmental condition indicators that make up 22% of the ISO 14031 score were minimally addressed in all of the companies' environmental reports. Current reporting practices of the companies whose reports we examined here are well below the standards reflected in the GRI and ISO 14031 guidelines, even when the reports scored well with existing report scoring systems. Copyright © 2002 John Wiley & Sons, Ltd. and ERP Environment

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mentioning

confidence: 99%

Scoring corporate environmental and sustainability reports using GRI 2000, ISO 14031 and other criteria

Morhardt

Baird

Freeman

2002

Corp Soc Responsibility Env

270

197

View full text Add to dashboard Cite

show abstract

“…In terms of environmental issues, Stafford et al contend that for a company to derive profit from pioneering the resolution of an environmental problem a green alliance must be realized, taking a long-term outlook and the strategic advantage of a win-win model must be built [14]. According to Mendleson and Polonsky, in engaging with environmental issues, alliance with an environmental NPO is important [15].…”

Section: E Stakeholdersmentioning

confidence: 99%

“…According to earlier studies such as [14]- [16] etc., in order for a multinational firm to seek to tackle social problems, especially in emerging countries, affiliated construction with various local partners is indispensable. According to [11]- [13], etc., in such a partnership, construction of trust is important.…”

Section: Hypothetical Derivationmentioning

confidence: 99%

An Empirical Study about Sustainable Growth and Organization Innovation of a Multinational Firm in an Emerging Country

Isada¹,

Isada²

2015

JOEBM

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Abstract-The aim of this research is to clarify the utility of sustainable growth strategies, such as creating shared value, in emerging countries, as well as to discover the organizational capabilities that are effective in order to achieve such a sustainable growth strategy. A survey of the manufacturing firms which have advanced to emerging countries was conducted via questionnaire. In conclusion, the competitive advantage acquired through attempting to solve social problems in an emerging country was a mid-and long-term organizational capability. The organizational capabilities is a skillful utilization of superior human resources well versed in the emerging country's actual condition in the global network which includes a local and a parent nation. It is also the knowledge creation capability through a long-term and relevant strategic alliance relationship between various local partners.

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“…In terms of environmental issues, Stafford and Hartman (1996) contend that for a company to derive profit from pioneering the resolution of an environmental problem, a green alliance must be realised, taking a long-term outlook, and the strategic advantage of a win-win model must be built. According to Mendleson and Polonsky (1995), in engaging with environmental issues, alliance with an environmental NPO is important.…”

Section: -9 Stakeholders and Strategic Alliancementioning

confidence: 99%

Trans-nationalisation of a main office in a multinational firm

Isada¹,

Isada²

2015

IJoBM

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Abstract:The purpose of this research is to prove quantitatively whether the transformation of the international business model of a Japanese multinational firm has influenced the trans-nationalisation and diversity in the main office in Japan. Moreover, it is proving quantitatively the influence of the management on the move-in region by trans-nationalisation and diversity of a Japanese main office. According to the previous research, it was traditionally one of the big traits of the personnel system of a Japanese multinational firm that trans-nationalisation of employment does not progress as compared with a European or American company. However, the consciousness of the top managers of a Japanese multinational firm is changing recently. The top managers of Japanese multinational firm recently faced the big transformation of the management environment that an emerging-countries market grows up rapidly, while the Gross Domestic Product of Japan fell to the third in the world. As a research methodology, a questionnaire was given to the multinational firms which has advanced to emerging countries. In conclusion, it was verified that trans-nationalisation of a main office has progressed because the international business model in the emerging countries of a Japanese firm converted. Moreover, it was verified that trans-nationalisation of a main office haspromoted the relationship with various stakeholders in an emerging country as an effect on management.

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Green alliances: Strategic relations between businesses and environmental groups

Cited by 81 publications

References 3 publications

Scoring corporate environmental and sustainability reports using GRI 2000, ISO 14031 and other criteria

Scoring corporate environmental and sustainability reports using GRI 2000, ISO 14031 and other criteria

An Empirical Study about Sustainable Growth and Organization Innovation of a Multinational Firm in an Emerging Country

Trans-nationalisation of a main office in a multinational firm

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