The Relationship Between Environmental Commitment and Managerial Perceptions of Stakeholder Importance.

Henriques, Irene; Sadorsky, Perry

doi:10.2307/256876

Cited by 1,153 publications

(1,123 citation statements)

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“…fundamental value based on its legitimate interest in the organisation. Likewise, Henriques and Sadorsky (1999), Berman et al (1999) and Agle et al (1999) argued that taking into account the interest of different stakeholders is important. They however concluded that organisations tend to consider only those stakeholders whose interest(s) the organisation think are important.…”

Section: Who Is a Stakeholder?mentioning

confidence: 99%

Who is Who? Identifying the Different Sub-groups of Secondary Stakeholders within a Community: A Case Study of the Niger Delta Region of Nigeria Communities

Osobajo¹,

Moore²

2017

IBR

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The Nigerian oil and gas industry (NOGI) has over time been dominated by the Nigerian government and oil producing companies (OPCs). The influences of the community stakeholder on OPCs in the last three decades have been expressed in diverse ways by different community sub-groups through their concerns and interests, some of which have severely impacted on the NOGI. Community within this context is categorised as a primary stakeholder, while the sub-groups are secondary stakeholders that emerge from within the community. Hence, the success of the NOGI largely depends on the Nigerian government and the oil producing companies, and other players such as Non-Governmental Organisations recognising the community as a key player and having appropriate knowledge of the different sub-groups of secondary stakeholders within the community in order to understand their intentions, behaviour, interests, influences and interrelations. Such knowledge is relevant to the NOGI's formulation of future oil and gas strategy.This study commences with an overview of the primary stakeholders (i.e. the Nigerian government, OPC and the community), their respective activities, participation and the link between these stakeholders with a specific focus on the NOGI context. Subsequently, various sub-groups of secondary stakeholders within the community and their respective interest(s) are identified in detail.

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Section: Who Is a Stakeholder?mentioning

confidence: 99%

Who is Who? Identifying the Different Sub-groups of Secondary Stakeholders within a Community: A Case Study of the Niger Delta Region of Nigeria Communities

Osobajo¹,

Moore²

2017

IBR

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“…These The moderating infl uence of uncertainty on the relationship between capabilities and proactive environmental strategy impacts are often refl ected in context-specifi c stakeholder pressures along a fi rm's value chain. Confl icting stakeholder pressures have been shown to infl uence corporate environmental strategies (Buysse & Verbeke, 2002;Henriques & Sadorsky, 1999;Kassinis & Vafeas, 2002). …”

Section: Stakeholder Engagementmentioning

confidence: 99%

“…Another research stream has examined the direct infl uence of exogenous infl uences such as institutional forces (Hoffman, 1999), stakeholder pressures (Buysse & Verbeke, 2003;Henriques & Sadorsky, 1999, Kassinis & Vafeas, 2006, industry growth (Russo & Fouts, 1997), and regulations (Marcus & Geffen, 1998;Majumdar & Marcus, 2001) on the willingness of fi rms to develop a proactive environmental strategy. Recently, literature from the resource-based view of the fi rm (RBV) has called not only for an integrated analysis of the infl uence of exogenous variables on organizational capabilities (Barney 2001;Priem & Butler, 2001a, 2001b, but also for an examination of how such variables have a moderating effect on organizational capacity, via the deployment of organizational capabilities, to implement environmental strategies (e.g., Aragón-Correa & Sharma, 2003).…”

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confidence: 99%

The contingent influence of organizational capabilities on proactive environmental strategy in the service sector: An analysis of North American and European ski resorts

Sharma¹,

2007

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Our study of 134 North American and European ski resorts examines the influence of externally focused organizational capabilities on the generation of proactive environmental strategies under contingent effects of uncertainty in the general business environment. We find that the capabilities of strategic proactivity and continuous innovation are associated with proactive environmental strategies. Managerial perceptions of uncertainty in the general business environment moderate the deployment of the capability of continuous innovation at all levels of uncertainty and stakeholder engagement at low and average levels of uncertainty. The study contributes to the resource‐based view (RBV) by illuminating an important contingency under which capabilities are likely to be deployed to generate a proactive corporate strategy. Copyright © 2007 ASAC. Published by John Wiley & Sons, Ltd.

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“…In the last decade, the protection of the natural environment became a main priority of business founders and managers [43]. The orientation of the companies to preserve the surrounding environment affects all levels of a company's operations and performance [44].…”

Section: Firms' Environmental Orientationmentioning

confidence: 99%

Does Thinking Style Make a Difference in Environmental Perception and Orientation? Evidence from Entrepreneurs in Post-Sanction Iran

2018

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Styles of thinking set different paths for an entrepreneur's perception and strategic action. In order to understand the environmental consequences of a thinking style, we investigated the relations between entrepreneurs' linear and nonlinear styles of thinking with their perception of environmental uncertainty in their businesses. Furthermore, we tested the effect of the entrepreneurs' linear and nonlinear style of thinking on their newly established firms' orientation towards preserving the surrounding internal and external environment. Entrepreneurs with linear or rational thinking styles prefer more tangible data, information, facts, and analytical tools, and entrepreneurs with nonlinear or non-rational thinking styles rely more on internal feelings, impressions, imagination, creativity, and sensations when making important organizational decisions. By using cross-sectional survey data from 144 entrepreneurs in post-sanction Iran (2016-2017), we found that entrepreneurs with a linear style of thinking, in comparison to entrepreneurs with a nonlinear style of thinking, perceive a higher level of environmental state, effect, and response uncertainty in their business context. Furthermore, our survey results reveal that newly established firms by entrepreneurs with nonlinear styles of thinking have a more external environmental orientation, while newly established firms by entrepreneurs with a linear style of thinking have a more internal environmental orientation. Recognizing this contingency advances our understanding of how entrepreneurs perceive and enact their environments.

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The Relationship Between Environmental Commitment and Managerial Perceptions of Stakeholder Importance.

Cited by 1,153 publications

References 0 publications

Who is Who? Identifying the Different Sub-groups of Secondary Stakeholders within a Community: A Case Study of the Niger Delta Region of Nigeria Communities

Who is Who? Identifying the Different Sub-groups of Secondary Stakeholders within a Community: A Case Study of the Niger Delta Region of Nigeria Communities

The contingent influence of organizational capabilities on proactive environmental strategy in the service sector: An analysis of North American and European ski resorts

Does Thinking Style Make a Difference in Environmental Perception and Orientation? Evidence from Entrepreneurs in Post-Sanction Iran

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