Sustainable Development in Retailing: What is the Impact on Store Choice?

Hampl, Nina; Loock, Moritz

doi:10.1002/bse.1748

Cited by 42 publications

(27 citation statements)

References 103 publications

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“…From the perspective of a low‐cost business model, corporate sustainability should otherwise be reconsidered as a non‐value‐adding activity. In this regard, Hampl and Loock () show that visible corporate sustainability initiatives positively affect customers' retail store choices, with the price being a subordinate decision criterion.…”

Section: Resultsmentioning

confidence: 99%

The Role of Corporate Sustainability in a Low‐Cost Business Model – A Case Study in the Scandinavian Fashion Industry

2013

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This multi‐level case study illustrates how corporate sustainability contributes to the low‐cost business model of a Scandinavian fashion company. Contrary to parts of the extant literature, we do not find that corporate sustainability directly adds measurable value (e.g. a better brand image); neither does it exert coercive control over critical supplier relationships. However, corporate sustainability minimizes the downside risk of the business model. It does so by (1) creating implicit contracts that reach beyond traditional ‘shareholder value’, (2) transferring risk to suppliers and (3) improving leadership by motivating management and employees, and by directing their attention to critical issues. For companies, we offer the insight that corporate sustainability is a necessary complement to shareholder value, even if the relationship is not obvious at first sight. We also suggest that concerted actions of companies or a positive connotation of certification create effective control over suppliers. As to public policy, we conclude that regulators could introduce mandatory disclosure of suppliers to facilitate controls through stakeholders, or alternatively an industry‐wide comply‐or‐explain code of conduct. We also address how regulators can take direct actions against countries with unsustainable labor policies. Last, we suggest future research topics, e.g. expanding the notion of a business model by interpreting ‘adding value’ as prevention of losses. Copyright © 2013 John Wiley & Sons, Ltd and ERP Environment.

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Section: Resultsmentioning

confidence: 99%

The Role of Corporate Sustainability in a Low‐Cost Business Model – A Case Study in the Scandinavian Fashion Industry

2013

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“…Research shows that environmentally preferable features of products have an impact on customers’ choices, intentions and WTP (De Pelsmacker et al , ; Hampl and Loock, ; Kaenzig et al , ). Existing research on demand for green products n air travel almost exclusively focuses on carbon offsets, with mixed results.…”

Section: Background and Hypothesesmentioning

confidence: 99%

Willingness to Pay for Green Products in Air Travel: Ready for Take‐Off?

2015

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We examine the willingness to pay (WTP) for green products in air travel. Green products in aviation are supplementary services, which are sold on top of the travel service (e.g. carbon offsets, organic on‐board food). We identify a set of potential green products in aviation and report the preferences for additional airline services of 811 Swiss air travellers using an adaptive choice‐based conjoint survey. We find that 20% of those passengers who are interested in purchasing supplementary services show a considerable WTP for green products. The green segment differs from the regular segment only in terms of behavioural features, not in terms of demographic or socio‐economic characteristics. Copyright © 2015 John Wiley & Sons, Ltd and ERP Environment

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“…their economic, ecological and social performance, simultaneously (Dyllick and Hockerts, ; Figge et al ., ). Therefore the concept of corporate sustainability is also labeled the ‘triple bottom line’ (TBL) or ‘profit people planet’ (Elkington, ; Bos‐Brouwers, ; Hampl and Loock, ; Schaltegger et al ., ).…”

Section: Prior Literaturementioning

confidence: 99%

Behavioral Effects of Sustainability‐Oriented Incentive Systems

Huber

Hirsch

2015

Bus Strat Env

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Companies increasingly extend their existing incentive systems by integrating several sustainable performance indicators. Although these ‘sustainability‐oriented’ incentive systems clearly highlight which business objectives should be attained, little is known about the effects that these incentive systems have on employee behavior. Based on signaling theory, social identity theory and a person–organization fit (PO‐fit) perspective, we assume positive relations between sustainability‐oriented incentive systems and employee attraction, motivation and cooperation. Furthermore, we examine whether these relations are moderated by personal attitudes toward corporate sustainability activities as well as the underlying mechanisms at the moderation (mediated moderation). Our experimental results (with students as future employees) do not give support for a general positive relation between sustainability‐oriented incentive systems and employee behavior. However, our data show that a person's attitude toward corporate sustainability activities moderates the link between sustainability‐oriented incentive systems and employee behavior. Additionally, we find PO‐fit perceptions to mediate the interaction effects. Copyright © 2015 John Wiley & Sons, Ltd and ERP Environment

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Sustainable Development in Retailing: What is the Impact on Store Choice?

Cited by 42 publications

References 103 publications

The Role of Corporate Sustainability in a Low‐Cost Business Model – A Case Study in the Scandinavian Fashion Industry

The Role of Corporate Sustainability in a Low‐Cost Business Model – A Case Study in the Scandinavian Fashion Industry

Willingness to Pay for Green Products in Air Travel: Ready for Take‐Off?

Behavioral Effects of Sustainability‐Oriented Incentive Systems

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