Stakeholder engagement, flexible proactiveness and democratic durability as CSR strategic postures to overcome periods of crisis

Trana, Melchior Gromis Di; Fiandrino, Simona; Yahiaoui, Dorra

doi:10.1108/md-08-2021-1012

Cited by 11 publications

(11 citation statements)

References 60 publications

(133 reference statements)

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“…This study is grounded in the tradition of a qualitative single-case study design (Gromis di Trana et al ., 2022; Lombardi et al ., 2021; Yin, 2009), drawing on data collected from a large innovative Australian engineering company located in the New South Wales (NSW) region. This approach has been chosen for its appropriateness in revealing complex phenomena within real-life contexts (Eisenhardt and Graebner, 2007).…”

Section: Methodsmentioning

confidence: 99%

Do all roads lead to Rome? A multi-case analysis of informal learning and team innovation

Marodin,

Wechtler,

Lehtonen

2023

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PurposeIn this study, the authors use the actor-network theory (ANT) as a theoretical framework to better understand constructing learning as part of the networking process to produce innovations. Focussing on the antecedents of innovation within three teams in an engineering company, the authors propose a framework to enhance understanding of the innovative processes. The authors apply ANT to examine how informal learning is distributed amongst human and non-human actors.Design/methodology/approachBased on 27 interviews in a large Australian engineering company, the authors' qualitative investigation shows that innovation can have very different antecedents. The authors mobilised ANT as the authors' vantage point to explore inanimate actors and their effect on social processes or, more specifically, networks and informal learning.FindingsThe authors propose a framework to better understand innovative processes by exploring the network aspects of non-human actors and their connection to learning. More specifically, findings contribute towards a more granulated understanding of how networks, learning and non-human actors contribute towards innovations in organisations.Practical implicationsThis study has three significant implications for managers and organisations looking to improve their innovation processes. Firstly, fostering open communication is essential for developing successful innovation processes. Secondly, a close relationship with the customer and/or the final users has often been found to positively contribute to innovation processes. Finally, intrateam motivation is also critical when it comes to creating an environment that supports innovation processes.Originality/valueSurprisingly, leadership, communication and motivation did not give the best innovative outcome as the authors expected. Challenging traditional theorisations, low teamwork spirit and high individual performance orientation were some of the powerful drivers of highly innovative teams.

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Section: Methodsmentioning

confidence: 99%

Do all roads lead to Rome? A multi-case analysis of informal learning and team innovation

Marodin,

Wechtler,

Lehtonen

2023

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“…Companies would prefer to meet the demands of the capital market and ownership, although they should adopt a proactive stance and consider different types of stakeholders and institutional stimuli to support recovery (Amato et al. , 2020; Gromis di Trana et al. , 2022; Thai et al.…”

Section: Literature Review and Hypothesesmentioning

confidence: 99%

Determinants of corporate environmental performance and the moderating effect of economic crises

Arco-Castro,

López-Pérez,

Alonso-Conde

et al. 2024

BJM

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PurposeThis paper aims to identify the effect of environmental management systems (EMSs), commitment to stakeholders and gender diversity on corporate environmental performance (CEP) and the extent to which an economic crisis moderates these relationships.Design/methodology/approachA regression analysis was conducted on a sample of 14,217 observations from 1,933 firms from 26 countries from 2002 to 2010. The estimator used is ordinary least squares with heteroscedastic panel-corrected standard errors (PCSEs), which allows us to obtain consistent results in the presence of heteroscedasticity and autocorrelation.FindingsThe results show that EMSs and stakeholder engagement are mechanisms that drive CEP but lose their effectiveness in times of crisis. However, the presence of women on boards has a positive effect on CEP that is not affected by an economic crisis.Research limitations/implicationsThe study has some limitations that could be addressed in the future. We present board gender diversity as a governance mechanism because its role is strongly related to non-financial performance. Future studies could focus on other corporate governance mechanisms, such as the presence of institutional or long-term investors. In addition, other mechanisms could be found that can counteract poor environmental performance in times of crisis. Finally, it might be useful to contrast these results with the crisis generated by the coronavirus pandemic.Practical implicationsThe results obtained have important practical implications at the corporate and institutional levels. At the corporate level, they highlight, as essential contributions, that environmental management systems and stakeholder orientation are not effective in times of economic crisis, except for with the presence of women on the board.Social implicationsFollowing the crisis, the European Commission has promoted gender diversity on boards as a mechanism to improve the governance of entities – improving, among other aspects, sustainability. In this sense, another one of the practical implications of the study is support for the policies that the European Union has implemented over the last two decades.Originality/valueThe paper analyses how a crisis affects the moral and cultural institutional mechanisms that promote CEP. Gender diversity on the board of directors not only promotes environmental performance but also appears to be a governance mechanism that ensures this performance in times of crisis when the other mechanisms lose their effectiveness. The study proposes specific policies that help maintain environmental performance in an economic crisis.

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“…The stakeholder theory advocates that aligning stakeholders' interests with the firm's strategies and operations generates a competitive advantage, improves financial performance and reduces certain idiosyncratic risks (Aydo gmus ¸et al, 2022). ESG sensitivity accounts for uncertainties in operating conditions and augments the resiliency against influential external stakeholders and ever-changing environmental and related regulations (Gromis di Trana et al, 2022). In addition, ESG accrues employees' goodwill and generates loyal customers and suppliers.…”

Section: Introductionmentioning

confidence: 99%

“…Both ESG actions and their reporting are crucial. The success of ESG not only depends on adherence to ESG practices but also on reporting them so that stakeholders can make informed decisions (Gromis di Trana et al, 2022). Legitimate and timely ESG reporting creates awareness among the internal stakeholders of the firm (Arvidsson and Dumay, 2022).…”

Section: Introductionmentioning

confidence: 99%

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Listing on environmental, social and governance index and financial distress: does the difference-in-differences matter?

Singh

2023

ARA

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PurposeEnvironmental, social and governance (ESG) issues have become the cornerstone of investment decisions in firms today. With that, publicly traded ESG indices (like the BSE ESG 100 index in India) have come into existence. The existing literature signifies that ESG generates financial implications and induces stability. The current study aims to test whether the firms listed on the ESG index (ESG-sensitive firms) face less financial distress than those not listed on such an index.Design/methodology/approachThe study applies panel data difference-in-differences (DID) regression by considering ESG as an unstaggered treatment to 74 non-financial firms listed on India's Bombay Stock Exchanges (BSE) 100 index. In total, 42 firms are ESG treated as they got listed on the BSE ESG 100 index, formed in 2017. The remaining 32 firms form the control group. The confidence intervals and standard errors are estimated using clustered robust errors and the Donald and Lang method.FindingsListing on the ESG index matters for financial stability; differences in financial distress are significant on financial distress. ESG-sensitive firms face less financial distress than non-ESG firms (or firms not perceived as ESG-sensitive). The results are consistent across two financial distress measures, Altman z-scores for emerged and emerging markets. Thus, the DID in distress status between ESG-sensitive and non-ESG firms matter.Practical implicationsThe study creates vibrant implications for practitioners using ESG to reduce financial distress.Originality/valueThe study is one of its kind to test the treatment effects of ESG on firm value and quantify treatment effects on financial distress.

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Stakeholder engagement, flexible proactiveness and democratic durability as CSR strategic postures to overcome periods of crisis

Cited by 11 publications

References 60 publications

Do all roads lead to Rome? A multi-case analysis of informal learning and team innovation

Do all roads lead to Rome? A multi-case analysis of informal learning and team innovation

Determinants of corporate environmental performance and the moderating effect of economic crises

Listing on environmental, social and governance index and financial distress: does the difference-in-differences matter?

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