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  1. Sustaining Sustainability in Organizations.Deborah E. de Lange, Timo Busch & Javier Delgado-Ceballos - 2012 - Journal of Business Ethics 110 (2):151-156.
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  • Leveraging Partnerships for Environmental Change: The Interplay Between the Partnership Mechanism and the Targeted Stakeholder Group.Lea Stadtler & Haiying Lin - 2019 - Journal of Business Ethics 154 (3):869-891.
    Partnerships can play an important role in addressing environmental concerns and fostering environmental improvement. In this context, we argue that a more elaborate understanding is needed of how partners intend to reach beyond the partnership boundaries and target stakeholders at the firm, industry, supply-chain, or societal levels. As environmental improvement is intertwined with the process of change, we build on the theory of planned change to explain how the focus on selected partnership mechanisms may help partners anticipate and overcome barriers (...)
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  • Environmental Strategy, Institutional Force, and Innovation Capability: A Managerial Cognition Perspective.Defeng Yang, Aric Xu Wang, Kevin Zheng Zhou & Wei Jiang - forthcoming - Journal of Business Ethics:1-15.
    Despite the rising interest in environmental strategies, few studies have examined how managerial cognition of such strategies influences actual innovation capability development. Taking a managerial cognition perspective, this study investigates how managers’ perceptions of institutional pressures relate to their focus on proactive environmental strategy, which in turn affects firms’ realized innovation capability. The findings from a primary survey and three secondary datasets of publicly listed companies in China reveal that managers’ perceived business and social pressures are positively associated with their (...)
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  • Strategic Alliance Formation and Structural Configuration.Haiying Lin & Nicole Darnall - 2015 - Journal of Business Ethics 127 (3):549-564.
    While previous research considering the emergence of strategic alliances has typically viewed their formation through a single theoretical lens, we suggest that multiple theoretical perspectives are needed to understand their complexity. This research conceptually integrates the resource-based view and institutional theory to assess variations in firm-level motivations to form strategic alliances. Applying these ideas to the context of complex environmental problems, we propose that strategic alliances typically are either competency- or legitimacy-oriented, and that four structural dimensions characterize both types of (...)
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  • Jesuit, Catholic, and Green: Evidence From Loyola University Chicago.Omid Sabbaghi & Gerald F. Cavanagh - 2015 - Journal of Business Ethics 127 (2):317-326.
    In this article, we investigate the relationship between religion, spirituality, and sustainability ethics. We focus on the sustainability efforts and channels that a Catholic Jesuit university employs in defining sustainability for business education and the global community through a consideration of the themes of social justice and the value of life. Specifically, we examine the model embraced by Loyola University Chicago , which promotes sustainability ethics and initiatives through their campus infrastructure, academic curriculum, and institutional culture. We examine emerging student-run (...)
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