Article2005

Changing corporate attitudes towards environmental policy

David Faulkner · Ysanne M. Carlisle · Howard Viney

28 citations0/0 files storedManagement of Environmental Quality An International Journal

No readable copy stored yet — this record is metadata only.

No open-access location is known for this record yet.

Literature note Cite in a project Citation map

Environmental Sustainability in Business Corporate Social Responsibility Reporting Corporate Social Responsibility and Sustainability

Abstract

Purpose To report findings from an updated survey of environmental policy and practice among UK organizations. To draw conclusions about the relationship between environmental concerns and organizational strategy making. Design/methodology/approach The paper reports findings from a 1999 survey of 911 UK organizations, updated by interviews conducted with participant organizations in 2004. The paper represents an extension of a ten‐year longitudinal study of environmental policy and practice in UK organizations. Findings The gap between policy formulation and implementation in the environmental area has continued to narrow, but environmental concerns appear not to have moved towards the centre of the strategy making process in many firms. Organizations are still primarily influenced by short‐term rather than long‐term imperatives, and although recognition of opportunity offered by the environment is increasing, organizations are still liable to adopt a reactive position, increasingly so as the size of the organization decreases. Research limitations/implications It offers a contribution to the debate over the ongoing relationship between organizational strategy and environmental factors as a determinant of organizational strategy. It locates the debate in the wider discussion of determinants of organizational strategy. Practical implications It highlights the complex decision‐making processes facing managers in satisfying a variety of stakeholders who may be making competing demands of their organization. Originality/value The paper offers a longitudinal review of changes to environmental policy and practice among UK organizations, providing an opportunity to explore the nature of change over a ten‐year period.

Paper brief

Loading…

Cite this work

Citation unavailable for this work.

BibTeX RIS CSL-JSON

No public copy is stored for this record, so only the metadata is cited.

Citations in this library

Citation map →

Stored only when both papers are in the corpus — 28 citations exist upstream.

References

1991Exploration and Exploitation in Organizational Learning 1983An Evolutionary Theory of Economic Change.1955A BEHAVIORAL MODEL OF RATIONAL CHOICE 2001Corporate Social Responsibility: A Theory of the Firm Perspective 1997THE CORPORATE SOCIAL PERFORMANCE-FINANCIAL PERFORMANCE LINK 1982An evolutionary theory of economic change 1956Rational choice and the structure of the environment.1995Green and competitive: ending the stalemate

Cited by

2012Designing an environmental sustainable supply chain through ISO 14001 standard 2012Empirical Evidence on Environmental Management Practices 2010Manager's attitude toward environment 2011Consequences of corporate environmental marketing strategies in New Zealand organisations

Explore the map →

Papers that cite the same references — the relational fallback while embeddings are still backfilling.

Imported from OpenAlex (CC0) — nothing here is generated.