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  1.  30
    Drivers of Proactive Environmental Strategy in Family Firms.Pramodita Sharma & Sanjay Sharma - 2011 - Business Ethics Quarterly 21 (2):309-334.
    Globally, family firms are the dominant organizational form. Family involvement in business and unique family dynamics impacts organizational strategy and performance. However, family control of business has rarely been adopted as a discriminating variable in the organizations and the natural environment (ONE) research field. Drawing on the theory of planned behavior we develop a conceptual framework of the drivers of proactive environmental strategy (PES) in family firms. We argue that family involvement in business influences the attitudes, subjective norms, and perceived (...)
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  2.  28
    Advancing Research on Corporate Sustainability: Off to Pastures New or Back to the Roots?Sanjay Sharma, J. Alberto Aragón-Correa, Frank Figge & Tobias Hahn - 2017 - Business and Society 56 (2):155-185.
    Over the last two decades, corporate sustainability has been established as a legitimate research topic among management and organization scholars. This introductory article explores potential avenues for advances in research on corporate sustainability by readdressing some of the fundamental aspects of the sustainability debate and approaching some novel perspectives and insights from outside the corporate sustainability field. This essay also sketches out how each of the six articles of this special issue contribute to the literature by going back to some (...)
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  3.  7
    The Engagement of Firms in Environmental Collaborations: Existing Contributions and Future Directions.Sanjay Sharma, Raymond Paquin & Ulrich Wassmer - 2014 - Business and Society 53 (6):754-786.
    The engagement of firms in environmental collaborations has become a ubiquitous phenomenon in today’s business landscape. Yet much of the research to date is fragmented across multiple disciplines and lacks a clear framework to support future study. The authors consolidate and synthesize existing contributions into a conceptual map comprised of antecedents, consequences, and contingencies to better understand environmental collaborations. This map offers a perspective on how firms develop strategies, structures, and capabilities to manage and balance environmental and economic performance and (...)
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  4.  48
    The Contingent Influence of Organizational Capabilities on Environmental Strategy in North American and European Ski Resorts.Sanjay Sharma, J. Alberto Aragón-Correa & Antonio Rueda - 2006 - Proceedings of the International Association for Business and Society 17:201-206.
    The influence of externally focused organizational capabilities on the generation of proactive environmental strategies was examined under contingenteffects of uncertainty in the general business environment in 134 North American and European ski resorts. Capabilities of strategic proactivity and continuous innovation were found to be associated with proactive environmental strategies. Managerial perceptions of uncertainty in the general business environment were found to moderate the deployment of the capability of continuous innovation at all levels of uncertainty and stakeholder engagement at low and (...)
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  5.  21
    Drivers of Sustainability Strategy in Family Firms.Sanjay Sharma - 2009 - Proceedings of the International Association for Business and Society 20:194-205.
    Family ownership and/or involvement in the business have rarely been adopted as a discriminating variable in organizations and the natural environment or sustainability research. Family firms introduce a dynamic that is different from professionally run firms. This paper develops a theoretical framework to show that family firms whose dominant family coalition shares a vision of sustainability will be more likely to develop and deploy their organizational capabilities for a sustainability strategy. In family firms with a shared vision of sustainability, familiness, (...)
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  6.  8
    Stakeholder Engagement for Organizational Innovation.Sanjay Sharma - 2005 - Proceedings of the International Association for Business and Society 16:347-352.
    Balancing the often conflicting objectives of promoting social equity, ecological integrity and economic growth creates complexity in strategic decision-makingbecause of the number and diversity of stakeholders impacted. Therefore, sustainability solutions transcend organizational boundaries and an effective understanding requires an integration of perspectives from a wide range of stakeholders. Integrating diverse stakeholder perspectives can influence organizational innovation at two levels: by altering organizational knowledge structure and by transforming managerial interpretations of sustainability issues from threats to be averted into opportunities to be (...)
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  7.  4
    Strategic Bridging.Sanjay Sharma, Harrie Vredenburg & Frances Westley - 1993 - Proceedings of the International Association for Business and Society 4:201-212.
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  8.  2
    Responsible Environmental Management in Uncertain Times - International Perspectives.William E. Martello, Biyan W. Husted, Juha Näsi, Craig S. Fleisher & Sanjay Sharma - 1994 - Proceedings of the International Association for Business and Society 5:939-967.
  9.  2
    Environmental Response In The Canadian Oil & Gas Industry.Sanjay Sharma & Harrie Vredenburg - 1994 - Proceedings of the International Association for Business and Society 5:879-890.
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  10.  2
    Differences in Regulatory Styles and Environmental Strategy in the Canadian and U.S. Energy Sectors.Sanjay Sharma - 2000 - Proceedings of the International Association for Business and Society 11:213-224.
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  11. So Far So Good..Sanjay Sharma & Ashwani Sharma - 2000 - Theory, Culture and Society 17 (3):103-116.
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  12. Stakeholder Integration and Corporate Sustainability Performance.Sanjay Sharma - 2001 - Proceedings of the International Association for Business and Society 12:495-506.
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