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  1. Jijun Gao & Pratima Bansal (2013). Instrumental and Integrative Logics in Business Sustainability. Journal of Business Ethics 112 (2):241-255.
    Prior research on sustainability in business often assumes that decisions on social and environmental investments are made for instrumental reasons, which points to causal relationships between corporate financial performance and corporate social and environmental commitment. In other words, social or environmental commitment should predict higher financial performance. The theoretical premise of sustainability, however, is based on a systems perspective, which implies a tighter integration between corporate financial performance and corporate commitment to social and environmental issues. In this paper, we describe (...)
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  2. Trevor Hunter & Pratima Bansal (2007). How Standard is Standardized MNC Global Environmental Communication? Journal of Business Ethics 71 (2):135 - 147.
    In this paper, we develop an argument to show why we expect that multinational companies will ensure that they communicate credibly about their environmental responsibility, across all their subsidiaries. Credible environmental communication helps to increase the firm’s legitimacy and reduce its liability of foreignness on an issue that is globally relevant. We develop a measure to test if there is a standardized level of environmental communication credibility on the country-specific web sites of MNC subsidiaries around the world and find, in (...)
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  3. Pratima Bansal & Geoffrey Kistruck (2006). Seeing is (Not) Believing: Managing the Impressions of the Firm's Commitment to the Natural Environment. [REVIEW] Journal of Business Ethics 67 (2):165 - 180.
    This paper examines stakeholder responses to impression management tactics used by firms that express environmental commitment. We inductively analyzed data from 98 open-ended questionnaires and identified two impression management tactics that led respondents to believe that a firm was credible in its commitment to the natural environment. Approximately, half of the respondents responded to illustrative impression management tactics that provide images of, and/or broad-brush comments about, the firm’s commitment to the natural environment. The other half responded to demonstrative impression management (...)
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  4. Pratima Bansal (2005). Responsible Strategic Decision Making. Proceedings of the International Association for Business and Society 16:57-62.
    Prior research in strategic decision making has relied primarily on the application of economic and financial models within strategic decisions. Environmentaland social issues have, as a result, been force-fit into existing models, rather than developing a deep understanding of how these ‘soft’ issues are actually incorporated into strategic decisions. This study aims to fill this gap by investigating how social and environmental concerns are addressed in strategic decisions. It does so inductively, by interviewing 29 professionals addressing corporate social responsibility and (...)
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  5. Pratima Bansal & Trevor Hunter (2003). Strategic Explanations for the Early Adoption of ISO 14001. Journal of Business Ethics 46 (3):289 - 299.
    There are two different, and somewhat competing, strategic explanations for why firms certify for ISO 14001. On the one hand, firms may seek to reinforce their present strategies thereby further enhancing their competitive advantage. On the other hand, firms may use ISO 14001 as a mechanism to reorient their strategies, so that a clear signal is sent about the firm's change in strategic positioning. This paper aims to identify the most likely explanation for early adopters of ISO 14001. Using a (...)
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