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  1. Deeds Not Words: A Cosmopolitan Perspective on the Influences of Corporate Sustainability and NGO Engagement on the Adoption of Sustainable Products in China.Dirk C. Moosmayer, Yanyan Chen & Susannah M. Davis - 2019 - Journal of Business Ethics 158 (1):135-154.
    To make a business case for corporate sustainability, firms must be able to sell their sustainable products. The influence that firm engagement with non-governmental organizations may have on consumer adoption of sustainable products has been neglected in previous research. We address this by embedding corporate sustainability in a cosmopolitan framework that connects firms, consumers, and civil society organizations based on the understanding of responsibility for global humanity that underlies both the sustainability and cosmopolitanism concepts. We hypothesize that firms’ sustainability engagement (...)
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  • Everything Flows: A Pragmatist Perspective of Trade-Offs and Value in Ethical Consumption.Alex Hiller & Tony Woodall - 2019 - Journal of Business Ethics 157 (4):893-912.
    The debate around ethical consumption is often characterised by discussion of its numerous failures arising from complexity in perceived trade-offs. In response, this paper advances a pragmatist understanding of the role and nature of trade-offs in ethical consumption. In doing so, it draws on the central roles of values and value in consumption and pragmatist philosophical thought, and proposes a critique of the ethical consumer as rational maximiser and the cognitive and utilitarian discourse of individual trade-offs to understand how sustainable (...)
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  • Seeing Versus Doing: How Businesses Manage Tensions in Pursuit of Sustainability.Jay Joseph, Helen Borland, Marc Orlitzky & Adam Lindgreen - forthcoming - Journal of Business Ethics:1-22.
    Management of organizational tensions can facilitate the simultaneous advancement of economic, social, and environmental priorities. The approach is based on managers identifying and managing tensions between the three priorities, by employing one of the three strategic responses. Although recent work has provided a theoretical basis for such tension acknowledgment and management, there is a dearth of empirical studies. We interviewed 32 corporate sustainability managers across 25 forestry and wood-products organizations in Australia. Study participants were divided into two groups: those considered (...)
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