With a little help from a stranger: The impact of external change agents on corporate sustainability investments

Hoppmann, Joern; Sakhel, Alice; Richert, Marcel

doi:10.1002/bse.2051

Cited by 18 publications

(10 citation statements)

References 101 publications

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“…Meanwhile, a firm with various internal cognitive pressures may produce a biased estimation on external institution‐level pressures in accordance with fit or misfit demands. This estimation may influence the firm's resource and attention reallocation to converge on or deviate from the specific cognitive process (Fini & Toschi, ; Hoppmann, Sakhel, & Richert, ; Lee & Zhou, ). In this view, we propose a research model, as shown in Figure .…”

Section: Theoretical Background and Hypothesesmentioning

confidence: 99%

Interactive effects of various institutional pressures on corporate environmental responsibility: Institutional theory and multilevel analysis

Gao

Liu

2019

Bus Strat Env

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This study investigates the role of institutional pressures in corporate environmental responsibility (CER) by testing the interacting effects among cognitive, regulative, and normative pressures at cross levels. Specifically, this research decomposes the cognitive dimension of CER into perceived environmental benefit and perceived ethical obligation to differentiate their mechanisms. The sample is obtained from 212 firms within 34 industrial clusters. Results of two-level regression modeling confirm that regulative and normative pressures play different roles in the positive effects of perceived environmental benefit and perceived ethical obligation on CER. Regulative pressure attenuates the effect of perceived environmental benefit and amplifies the effect of perceived ethical obligation. Meanwhile, normative pressure attenuates the effect of perceived ethical obligation. These findings suggest that heterogeneous interaction effects may reduce the efficiency of institutional pressures during the initial stage of CER diffusion. Implications for future research and policies are discussed.

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Section: Theoretical Background and Hypothesesmentioning

confidence: 99%

Interactive effects of various institutional pressures on corporate environmental responsibility: Institutional theory and multilevel analysis

Gao

Liu

2019

Bus Strat Env

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“…Individuals who initiate, promote, or implement change toward sustainable development are usually called sustainability change agents (Davis & Boulet, ; Heiskanen, Thidell, & Rodhe, ; van Poeck, Læssøe, & Block, ; Weerts et al, ) and sustainability, environmental, or “social” champions (Andersson & Bateman, ; Corbett et al, ; Visser & Crane, ). They can come from various levels of the company or from outside of the company, such as project employees, CSR managers, or external consultants (Carollo & Guerci, ; Corbett et al, ; Hoppmann, Sakhel, & Richert, ; Lozano, ). Change agents perform various tasks; for example, they use their influence on internal networks to generate and diffuse cross‐departmental knowledge (Siebenhüner & Arnold, , p. 344), identify environmental issues or generate ideas, package, that is, frame and present them, attractively, and sell them to organizational decision‐makers (Andersson & Bateman, , p. 549).…”

Section: Theoretical Background and Conceptual Frameworkmentioning

confidence: 99%

Sustainability management emergence and integration on different management levels in smaller large‐sized companies in Austria

Kiesnere

Baumgartner

2019

Corp Soc Responsibility Env

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Companies should integrate sustainability into all organizational units and on all management levels to contribute to sustainable development. This study explores nine smaller large-sized companies (revenue between €50 and €300 million, at least 250 employees) from various sectors. We applied the framework of Baumgartner for corporate sustainability/corporate social responsibility empirically and used the promotor model of Witte from innovation management in the context of sustainability. The findings show that companies must have (a) top management support and (b) an open organizational culture regarding sustainable development to integrate sustainability on operational, strategic, and normative management levels. These two prerequisites need to remain stable over time, as changes in top management and staff create new challenges in sustainability implementation. The companies have mainly implemented sustainability management from the top-down, first enlarging aspects of environmental management and human resource management and then integrating sustainability in terms of their vision and strategy. If top management does not see the need to alter the organization to address sustainability challenges, lower level managers or middle managers might take the initiative. In this case, however, only good environmental and human resources management practices are enabled. The top management blocks bottom-up implementation efforts if they are not willing to make decisions based on new values and judgement and promote change in the organization. Our case studies show that a power promoter is essential for the integration of sustainability on all organizational levels. Presence of strong power promoter allows other promoter types to act in sustainability integration. ---This is an open access article under the terms of the Creative Commons Attribution License, which permits use, distribution and reproduction in any medium, provided the original work is properly cited.

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“…The results of the overall hypothesis test are presented in Table 2 as follows. Y1= 0,600 X1 + 1 R 2 = 0,360 (1) Y2 = 0,671Y1 + 2 R 2 = 0,450 (2) Y3= 0,457 Y1+ 0,507Y2+ 3 R 2 = 0,777 (2)…”

Section: Analitycal Resultsmentioning

confidence: 99%

Crowdworking, is it Beneficial in Destination Marketing? (An Empirical Model in Tourism Destinations in Central Java)

Pratiwi¹,

Wardhani²,

Kusumaningrum³

2020

Proceedings of the 3rd Asia Pacific Management Research Conference (APMRC 2019)

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With social media, the opportunities to promote the tourism destination are virtually endless. This exploratory research is examining crowd working as a new term in tourism that has not been investigated clearly and there is not much information available on it. The purpose of conducting this research is to develop more understanding about crowd working and provide answers to how crowdfunding benefit for tourism industry. This research conducted in Tourism destination in Central java. Data analysed with Amos statistical software. Crowd working in tourism industry defines as tourism destination that employ digital natives to tagging photographs and review their experience in visiting destination to their social media with tagging accounts, hashtag, communities and people. The result show that Crowd working and knowledge destination create an engagements of destination innovativeness to promote the destination trough social media content and this holds an enormous potential for the tourism industry. Knowledge destination is an amount or information own by a tourism destination resources about the destination. Having sufficient knowledge of tourist destinations will be able to increase the power of innovation so that the impact on marketing performance of tourism destinations will be increased. The power of innovation in a tourist destination greatly supports tourism marketing. Visitors always want to get new experiences and new stories in visiting a tourist destination. The ability of a destination to innovate following changes in existing tourist interests is needed in determining the marketing strategy of a tourist destination. In improving the marketing performance of tourist destinations can be improved through the role of crowd working with its indicators digital communities, social media promotion and networking; through the role of ownership of knowledge destinations and innovativeness. The existing literature on the crowdsourcing concept is relatively limited. Accordingly, this research adds a novel contribution to crowdsourcing literature and evaluates it and its impact as a source of the transformation of the tourism marketing.

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With a little help from a stranger: The impact of external change agents on corporate sustainability investments

Cited by 18 publications

References 101 publications

Interactive effects of various institutional pressures on corporate environmental responsibility: Institutional theory and multilevel analysis

Interactive effects of various institutional pressures on corporate environmental responsibility: Institutional theory and multilevel analysis

Sustainability management emergence and integration on different management levels in smaller large‐sized companies in Austria

Crowdworking, is it Beneficial in Destination Marketing? (An Empirical Model in Tourism Destinations in Central Java)

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