Complementary resources and capabilities for an ethical and environmental management: A qual/quan study [Book Review]
David Bourget (Western Ontario)
David Chalmers (ANU, NYU)
Rafael De Clercq
Ezio Di Nucci
Jack Alan Reynolds
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Journal of Business Ethics 82 (3):701 - 732 (2008)
Managers’ commitment to contribute to sustainable development holds the key to their long-term business success and may be a source of competitive advantage. The managerial perception of business ethics is influenced by the level of moral development and personal characteristics of managers. These perceptions are also shaped by forces existing in the environment of the firm, including available resources, societal expectations, sector, and regulations. The resource-based perspective can thus contribute to the analysis of ethical issues offering important insights on how they can influence the environmental strategy of the firm. The findings of this study show that firm resources have a strong influence on business managers’ ethical attitudes. In addition, the application of resource-based rationales to ethical issues can be justified in the following several ways: it influences a managerial perception of natural environment as a competitive opportunity, it requires investments of financial and human resources, flexibility and speed in the adaptation to environmental changes, and it creates new resource-based opportunities through changes in prevention pollution technology, policy process, and market forces.
|Keywords||business ethics social responsibility resource-based perspective environmental strategy legitimacy|
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References found in this work BETA
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Citations of this work BETA
Shujun Ding, Chunxin Jia, Zhenyu Wu & Wenlong Yuan (forthcoming). Environmental Management Under Subnational Institutional Constraints. Journal of Business Ethics.
Kent Walker & Fang Wan (2012). The Harm of Symbolic Actions and Green-Washing: Corporate Actions and Communications on Environmental Performance and Their Financial Implications. [REVIEW] Journal of Business Ethics 109 (2):227-242.
Richard J. Arend (2013). Social and Environmental Performance at SMEs: Considering Motivations, Capabilities, and Instrumentalism. [REVIEW] Journal of Business Ethics 125 (4):1-21.
Yang Chen, Guiyao Tang, Jiafei Jin, Ji Li & Pascal Paillé (2015). Linking Market Orientation and Environmental Performance: The Influence of Environmental Strategy, Employee’s Environmental Involvement, and Environmental Product Quality. Journal of Business Ethics 127 (2):479-500.
Yi-Hui Ho (2011). Determinants of Green Practice Adoption for Logistics Companies in China. Journal of Business Ethics 98 (1):67 - 83.
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