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1 – 10 of over 53000Discusses stakeholder theory (ST) in the context of developingenvironmental marketing strategy. ST has not been utilized extensivelyin the marketing literature. Discusses how…
Abstract
Discusses stakeholder theory (ST) in the context of developing environmental marketing strategy. ST has not been utilized extensively in the marketing literature. Discusses how environmental marketing strategy can be improved by following the four‐step stakeholder management process. This process involves: identifying the relevant stakeholder groups; determining the stake of each group; determining how effectively the “expectations” of each group are met; and developing corporate objectives and priorities that consider the stakeholder′s interests. Through understanding and attempting to socialize key stakeholders, environmental marketing strategy can be made more effective. Provides some examples of the stakeholder socialization process.
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Concepción Garcés‐Ayerbe, Pilar Rivera‐Torres and Josefina L. Murillo‐Luna
This study aims to learn more about the relationship between managers' perception of stakeholder pressure related to environmental matters and the degree of proactivity of firms'…
Abstract
Purpose
This study aims to learn more about the relationship between managers' perception of stakeholder pressure related to environmental matters and the degree of proactivity of firms' environmental strategies. It seeks to analyse the moderating effect that managers' perception of environmental issues as competitive advantage opportunities can have on this relationship.
Design/methodology/approach
Structural equation modeling (SEM) is applied to verify the research framework.
Findings
The results indicate that, only in the least polluting firms, managers' competitive advantage expectations derived from environmental management moderate the relationship between the degree of environmental proactivity and stakeholder pressure. However, it is not effective in high polluting firms, perhaps as a consequence of the high degree of stakeholders' environmental pressure perceived by managers.
Practical implications
The results highlight the relevance of managers' subjective perceptions of the potential of environmental protection measures to generate competitive advantages. They suggest that the consideration of this variable is fundamental in order to better understand the degree of proactivity of firms' environmental strategies, as well as the influence of stakeholder pressure on environmental proactivity. The main limitation is the low response rate of the survey.
Originality/value
This is an original contribution because, although there are studies analysing how stakeholder pressure and managers' perceptions and values affect choice of environmental strategy, none of them analyse the combined impact of both issues.
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Roberto Fernández Gago and Mariano Nieto Antolín
Stakeholders affect, and are affected by, the decisions taken by companies. They have varied and often conflicting interests, so it is essential for managers to know both who they…
Abstract
Stakeholders affect, and are affected by, the decisions taken by companies. They have varied and often conflicting interests, so it is essential for managers to know both who they are, and what are their attributes. This work has the aim of determining the main attributes of stakeholders with regards environmental issues, and how these attributes influence stakeholders’ environmental salience (i.e. the attention and priority accorded to them by managers). In order to do this we surveyed environmental managers from 277 Spanish manufacturing firms for their perceptions of stakeholders’ power, legitimacy, urgency and salience, with regards environmental issues.
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– The purpose of this paper is to explore firm–stakeholder environmental accountability relationship in the Nigerian oil and gas industry.
Abstract
Purpose
The purpose of this paper is to explore firm–stakeholder environmental accountability relationship in the Nigerian oil and gas industry.
Design/methodology/approach
The paper develops, from the interdisciplinary literature, a normative framework that links the dominant environmentalism paradigm to the business-firm-causality environmental philosophy. The link is underpinned by the theory of stakeholder identification and salience to enable the identification and evaluation of the importance placed on each environmental stakeholder group by oil and gas companies in the Nigerian oil and gas sector.
Findings
This paper submits that three factors, originating from how these companies identify and classify green stakeholders, lead to little and unimpressive efforts to effectively discharge environmental accountability. These factors include weak, legal powers of regulatory environmental stakeholders; non-recognition of the host communities as powerful environmental stakeholders; and non-recognition of the Nigerian public as legitimate environmental stakeholders.
Social implications
Underestimating the importance of some key, environmental stakeholders and the weak powers of regulatory environmental stakeholders leads to limited commitments to environmental accountability by oil and gas companies operating in Nigeria. Inevitably, this results in persistent conflict, violence, destruction of the oil companies’ properties and other various forms of unrest common in the Niger Delta.
Originality/value
The paper develops a unique normative framework from the relevant literature in environmental ethics, environmental management and environmental accounting that are used to evaluate firms-stakeholder environmental accountability relationship.
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Charles Baah, Yaw Agyabeng-Mensah, Ebenezer Afum and Minenhle Siphesihle Mncwango
Organizations desire to achieve green legitimacy and regulatory stakeholder demands and have been potent in influencing the adoption and implementation of social and environmental…
Abstract
Purpose
Organizations desire to achieve green legitimacy and regulatory stakeholder demands and have been potent in influencing the adoption and implementation of social and environmental responsibilities in current business settings. Perceiving that social and environmental responsibilities that promote social growth and environmental sustainability have shifted from being optional to mandatory for organizations, this study from the perspectives of institutional and stakeholder theories elucidates the efficacy of green legitimacy and regulatory stakeholder demands on the adoption of social and environmental responsibilities at the organizational level and how these variables relate with environmental and financial performance in the context of an emerging economy.
Design/methodology/approach
The study adopted a positivist methodological paradigm, survey research design, a quantitative approach and partial least square structural equation modelling (PLS-SEM) in making data analysis and interpretations due to its appropriateness for predictive research models.
Findings
The results highlighted that desire for green legitimacy and regulatory stakeholder demands influenced the adoption of environmental responsibility, social responsibility, environmental and financial performance. While environmental responsibility positively and robustly influenced environmental performance, social responsibility positively and significantly influenced financial performance. The findings particularly exposed that while environmental responsibility had negative and insignificant effect on financial performance, social responsibility negatively and significantly influenced environmental performance. Moreover, environmental performance was also found to be negatively and insignificantly correlated with financial performance. Based on the results, theoretical and practical implications are explained for policymakers, managers, government authorities and business owners.
Originality/value
The study is among the few to investigate how firms desire to achieve green legitimacy and regulatory stakeholder demands motivate the adoption and implementation of environmental and social responsibilities and its implications on environmental and financial performance in the context of an emerging economy. Although environmental responsibility has received significant attention in past studies, it is mostly considered a subset of corporate social responsibility. Thus, this study is among the first to explore the dimensional effects of corporate social responsibility namely environmental responsibility and social responsibility on performance in the context of an emerging economy and as individual constructs.
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Fahad Khalid, Khwaja Naveed, Cosmina Lelia Voinea, Petru L. Curseu and Sun Xinhui
Given the regional diversity in China, this study aims to provide an empirical evaluation of how organizational stakeholders (i.e. customers, employees, suppliers and…
Abstract
Purpose
Given the regional diversity in China, this study aims to provide an empirical evaluation of how organizational stakeholders (i.e. customers, employees, suppliers and shareholders) affect corporate environmental sustainability investment (ESI).
Design/methodology/approach
To empirically investigate the influence of organizational stakeholders on ESI, this study used regional-level data consists of Chinese A-share stocks for the years 2009–2019.
Findings
This study’s findings show that pressure from customers, employees and suppliers has a significant effect on corporate ESI, with customers being the most important stakeholder group. Shareholders, by contrast, have no significant influence on ESI. The influence of these pressures is more pronounced in developed regions (the east) than in less developed (the west) localities of China.
Research limitations/implications
This study complements the stakeholder–institutional perspective by implying to consider the differentiated logics of the contesting stakeholders in the nonmarket operations.
Practical implications
Practically, this study poses that managers must realize the heterogeneity of pressures from stakeholders and the differentiated impact of these pressures keeping in view the institutional differences in different regions.
Originality/value
Our study reports initial empirical evidence that shows how regional differences influence the role of stakeholders in determining corporate environmental strategy.
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Yu Shi and Kuen-Hung Tsai
This study develops a sequential process model to address how to improve firm performance by responding to external stakeholder pressures in service contexts.
Abstract
Purpose
This study develops a sequential process model to address how to improve firm performance by responding to external stakeholder pressures in service contexts.
Design/methodology/approach
The model posits that external stakeholder pressures affect firm performance through organizational learning, green creativity and environmental performance. Data from 219 service firms are utilized to test the hypotheses. A sequential mediation approach is adopted to analyze the model.
Findings
Results reveal (1) organizational learning mediates the effects of government, customer and supplier pressures on firm performance, (2) environmental performance mediates the effect of customer pressure on firm performance, (3) organizational learning and green creativity serially mediate the effects of the three stakeholder pressures on firm performance and (4) the three external stakeholder pressures enhance firm performance through organizational learning, green creativity and environmental performance in a sequential manner.
Originality/value
This study originally contributes to the service literature by providing a sequential process lens to address how to improve performance by responding to external stakeholder pressures.
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Puspavathy Rassiah, Norita Mohd Nasir, Ghazala Khan and Sa'adiah Munir
This study aims to investigate the influence and impacts of stakeholders on the awareness and attitudes towards environmental management practices (EMPs) among hotel managers in…
Abstract
Purpose
This study aims to investigate the influence and impacts of stakeholders on the awareness and attitudes towards environmental management practices (EMPs) among hotel managers in Malaysia.
Design/methodology/approach
A total of 159 hotel managers participated in the survey. Structural equation modelling using the partial least squares (PLS) technique was used to test the hypotheses.
Findings
Owners and regulators influence hotel managers' environmental awareness and attitudes and their adoption of EMPs. Managers with a greater environmental awareness are more likely to adopt basic EMPs, while those with a greater environmental attitude are more likely to adopt advanced EMPs. In addition, stakeholder influence on managers' awareness and attitudes differs for hotels with and without an environmental policy.
Research limitations/implications
Other types of accommodation and stakeholders, demographic variations of hotels and different data collection methods could provide additional insights into the hotel sustainability issue.
Practical implications
Coercion may be needed to translate hotel managers' environmental awareness and attitudes into practices. Therefore, regulators should provide rules and penalties to enforce mandatory requirements and incentives to encourage environmental sustainability initiatives.
Social implications
The joint effort among stakeholders could create a societal norm that appreciates and maintains a sustainable environment and tourism industry.
Originality/value
This study emphasises the importance of stakeholder salience theory to understand the association between stakeholder influence on managers' awareness and attitudes and the adoption of EMPs by hotels in Malaysia. It is one of only a handful of studies that focuses on stakeholders' influence on environmental stewardship from managers' perspectives.
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The purpose of this paper is to examine the extent to which primary and secondary stakeholders influence the environmental performance of hotels in Accra and whether size of hotel…
Abstract
Purpose
The purpose of this paper is to examine the extent to which primary and secondary stakeholders influence the environmental performance of hotels in Accra and whether size of hotel moderates stakeholder influence on the environmental performance of hotels.
Design/methodology/approach
Environmental performance of the hotels was based on 33 variables in ten key areas of environmental management in the literature. Survey questionnaires were self-administered to a stratified random sample of managers of different categories of hotels in Accra.
Findings
The findings point to the fact that primary stakeholders such as customers and board of directors had a more significant influence on the environmental performance of hotels while size of hotel moderates the effect of stakeholders on the environmental performance of hotels.
Research limitations/implications
Future research should focus on unearthing other drivers of environmental performance of especially small to medium hotels as well as the obstacles to environmental management in such organizations.
Practical implications
It is vital for hotels to manage the pressures exerted by stakeholders.
Originality/value
In the context of a developing country like Ghana, experiencing sustained growth in hotel investment, governments should encourage voluntary environmental programmes to enhance environmental performance of hotels instead of regulations by state agencies.
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The present study aims to examine the influence of stakeholders on green marketing strategy (GMS). Marketing literature recognizes that stakeholders play a significant role in…
Abstract
Purpose
The present study aims to examine the influence of stakeholders on green marketing strategy (GMS). Marketing literature recognizes that stakeholders play a significant role in influencing organizations and markets, but has not targeted a single integrated approach to examine the relationship between stakeholder management and GMS.
Design/methodology/approach
This research comprised several phases, including the development of a typology of GMS, an analysis of how managers prioritize stakeholders, a study of the influence of stakeholders on GMS, and an analysis of the influence of the organizational context on managers' perception of the stakeholders. The hypotheses were validated using multivariate correlational techniques.
Findings
The study identified the stakeholders associated with GMS and their impact on the strategy adopted by the firms, and established how this is moderated by the firm's own economic sector and organizational characteristics.
Research limitations/implications
Future studies might replicate and extend the research in other industries and countries to ascertain whether environmental concerns have different effects in other contexts.
Practical implications
The surveys on GMS and stakeholder perception undertaken in the present survey are a potential source of information for managers – because they can be used as a self‐diagnostic tool to determine if a firm's attitude to the environment is reactive or proactive.
Originality/value
Results show that the organizational “greening” process is not a linear, one‐dimensional progression, rather an uneven process in which several GMS profiles prioritize different stakeholders. The results also reveal that underlying perceptual, behavioral, and organizational factors influence GMS implementation.
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