‘Greenjacking’–A tactic for the toolbag of environmental champions? Reflections on an SME success story

Walley, Elizabeth E.; Stubbs, Mark

doi:10.1002/(sici)1099-0925(199903)6:1<26::aid-ema94>3.3.co;2-k

Cited by 6 publications

(11 citation statements)

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“…Or, the CSR change agents, who selected an initiative based on their ''...personal interest and sphere of influence...'' (Cramer, et al, 2004, p. 218). Even if they were found to be minority players within the organizational arena (Crane, 2000;Harris and Crane, 2002), the activities of environmental champions has been well documented in the green literature (Dillon and Fischer, 1992;Elkington and Burke, 1989;Fineman and Clarke, 1996;Walley, 2000;Walley and Stubbs, 1999). My argument, though, is that such champions are likely to operate at a variety of levels within the organization: from manual workers or clerical staff to junior management through to directors.…”

Section: The Myth Of Individual Moral Agency?mentioning

confidence: 96%

“…Or, they will pursue a CSR agenda in an organizational culture that is predisposed towards CSR, regardless of their formally appointed role. For example, the environmental champions who operated either as formally appointed environmental managers, or as self-appointed change agents (Walley, 2000;Walley and Stubbs, 1999). This is supported in the literature which shows that the many domains of CSR (assuming a stakeholder approach) can be the result of championing by a few managers, due to their personal values and beliefs, despite the risks (in terms of commercial and subsequent personal outcomes) associated with this (Drumwright, 1994;Fineman and Clarke, 1996;Menon and Menon 1997;Swanson, 1995;Wood, 1991).…”

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confidence: 96%

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Personal Values as A Catalyst for Corporate Social Entrepreneurship

2005

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The literature acknowledges a distinction between immoral, amoral and moral management. This paper makes a case for the employee (at any level) as a moral agent, even though the paper begins by highlighting a body of evidence which suggests that individual moral agency is sacrificed at work and is compromised in deference to other pressures. This leads to a discussion about the notion of discretion and an examination of a separate, contrary body of literature which indicates that some individuals in corporations may use their discretion to behave in a socially entrepreneurial manner. My underlying assumption is that CSR isn't solely driven by economics and that it may also be championed as a result of a personal morality, inspired by employees' own socially oriented personal values. A conceptual framework is put forward and it is suggested that individuals may be categorized as Active or Frustrated Corporate Social Entrepreneurs; Conformists or Apathetics, distinguished by their individualistic or collectivist personal values. In a discussion of the nature of values, this paper highlights how values may act as drivers of our behavior and pays particular attention to the values of the entrepreneur, thereby linking the existing debate on moral agency with the field of corporate social responsibility.

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Section: The Myth Of Individual Moral Agency?mentioning

confidence: 96%

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confidence: 96%

Personal Values as A Catalyst for Corporate Social Entrepreneurship

2005

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“…Eco-Marxists argue it ignores the fundamental way the drive to maximize profit forces businesses to degrade the environment, the 'second contradiction of capitalism' (O'Connor, 1991). Walley and Stubbs (1999) argue that CSR can often be little more than a green spin which erroneously represents superficial competitiveness-driven changes in business practices as a more fundamental transformation. Is 'greening' a utilitarian process of 'amoralization' (Crane, 2000), discounting anything other than the bottom line?…”

Section: Corporate Social Responsibility: Formal and Substantive Comentioning

confidence: 99%

The business of the Anthropocene? Substantivist and diverse economies perspectives on SME engagement in local low carbon transitions

North

2015

Progress in Human Geography

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The involvement of private sector actors in low carbon urban transitions is a neglected element of geographical analysis. Drawing on Polanyian, cultural economic geographies and the non-capitalocentric ethics of JK Gibson-Graham's diverse economies perspective, the paper engages with the wider literature on the engagement of small and medium enterprises (SMEs) in environmental action, corporate social responsibility and low carbon transitions to develop a substantivist account of the contribution of SMEs to local low carbon transitions. The paper argues that, contra formalist economic analyses of economic rationality, SME owners should not be thought of as uncritical profit maximizers but as actors in favour of positive low carbon futures. Thus the paper argues that Polanyian economic geographies and diverse economies perspectives, which rarely speak to each other, can be drawn together, and concludes with suggestions for future research.

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“…These research questions (and the way we attempt to answer them) are informed by issue-selling theory (Bansal, 2003;Dutton & Ashford, 1993), the literature on green championship and organizational values (Andersson & Bateman, 2000;Howard-Grenville, 2006;Walley & Stubbs, 1999), and the "instrumentation" perspective on corporate responsibility (Crane, 2000;Gond, Palazzo, & Basu, 2007).…”

Section: Theoretical Frameworkmentioning

confidence: 99%

“…In the business environment, rational persuasion such as highlighting the business gains of an initiative in terms of financial returns or marketing benefits may win over dramatic, emotional arguments (Crane, 2000). Previous studies have also identified networking, message adaptation to audience, and "greenjacking" (i.e., giving an existent organizational agenda a green spin) as being common tactics used by internal eco-conscious champions (Walley & Stubbs, 1999).…”

Section: Championship Strategiesmentioning

confidence: 99%

The Role of Championship in the Mainstreaming of Sustainable Investment (SI)

Juravle

Lewis

2009

Organization & Environment

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The present study identifies the strategies that individuals committed to the cause of Sustainable Investment (SI) use when attempting to persuade institutional investors (e.g., pension funds) to invest in socially and environmentally responsible ways. This article is based on interviews with 15 pioneers of the SI movement in the United Kingdom. Building on the literature on issue-selling, green championship, and corporate social responsibility, this study identifies four tactics that pioneers have employed to "sell" SI in investment institutions: making the business case for SI; forming internal coalitions with mainstream investment professionals; industry networking; gaining credible expertise. The results also suggest that market short-termism and internal organizational contexts dominated by a lack of moral engagement and disempowerment of SI teams are factors that impede champions' efforts. The article opens new avenues for research and recommends ways in which organizational and institutional impediments to SI may be overcome.

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‘Greenjacking’–A tactic for the toolbag of environmental champions? Reflections on an SME success story

Cited by 6 publications

References 0 publications

Personal Values as A Catalyst for Corporate Social Entrepreneurship

Personal Values as A Catalyst for Corporate Social Entrepreneurship

The business of the Anthropocene? Substantivist and diverse economies perspectives on SME engagement in local low carbon transitions

The Role of Championship in the Mainstreaming of Sustainable Investment (SI)

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