This study analyzes corporate social reporting in Mexico as it has evolved in recent years, expanding and updating a previous study. Two sets of Mexican companies were identified, each of whom had expressed a commitment to corporate social responsibility (CSR) through social responsibility reports and practices on their websites. One set (" first generation") were identified as early adopters of CSR reporting in Mexico by a previous study published in 2006. The second set ("second generation") has adopted CSR reporting practices (...) since the data collection for the first study was finished. Through content analysis of the websites of both these "first generation" and "second generation" companies, general CSR reporting practices in Mexico were assessed. "First generation" companies were found to more frequently issue CSR reports and have them available in more languages than "second generation" companies. "First generation" companies also refer to stakeholders, citizenship, human rights, and code of conduct more often than "second generation" companies. The results suggest that "first generation" companies in recent years have reduced the use of local norms that focus on Mexican values, philanthropy, and a Spanishspeaking audience, and are moving more toward global norms of abiding by international standards that emphasize concrete reporting norms, along with social and environmental goals. At the same time, "second generation" companies are evolving their reporting norms in a way similar to what was observed in "first generation" companies, emphasizing local norms in their initial CSR reporting. (shrink)

As a result of the increasing public attention to environmental crises, corporate environmental actions and their effects are a current research hotspot. This study examines how two types of corporate environmental actions influence consumers’ perceptions of environmental legitimacy and subsequent purchase intentions. Using experimental method, this study finds that substantial environmental action induces significantly higher perceptions of environmental legitimacy than symbolic environmental action, this effect can be attenuated by corporate environmental reputation, and consumer-based environmental legitimacy has a significantly positive effect (...) on consumers’ purchase intentions. These findings have interesting implications for both researchers and practitioners involved in green marketing. (shrink)

We study the sources of resistance to change among firms in the Canadian petroleum industry in response to a shift in societal level logics related to corporate environmental performance. Despite challenges to its legitimacy as a result of poor environmental performance, the Canadian petroleum industry was divided as to how to respond, with some members ignoring the concerns and resisting change (i.e., laggards) while others took action to ensure continued legitimacy (i.e., leaders). We examine why organizations within the same institutional (...) field responded differently, delaying the industry response. We found that one population of firms was aligned with increasing pressures from its stakeholders for improved environmental performance, and the other was influenced by local cultural, political, and economic ideals less demanding of environmental actions. Our results reveal that several factors both at the institutional field level and the organizational level affected how these two populations reacted to a changing societal logic. Implications for theory, practice, and future research are discussed. (shrink)

What allows MNCs to maintain their sustainability practices over the long-term? This is an important but under-examined question. To address this question, we investigate both the development and sustenance of sustainability practices. We use the dynamic capabilities perspective, rooted in resource-based view literature, as the theoretical basis. We argue that MNCs that simultaneously pursue both higher R&D intensity and higher internationalization are more capable of developing and maintaining sustainability practices. We test our hypotheses using longitudinal panel data from 1989 to (...) 2009. Results suggest that MNCs that have a combination of both high R&D intensity and high internationalization are (i) likely to develop more sustainability practices and (ii) are likely to maintain more of those practices over a long-term. As a corollary, MNCs that have a combination of both low R&D and low internationalization usually (i) end up developing little or no sustainability practices and (ii) find it difficult to sustain whatever little sustainability practices they might have developed. (shrink)

Business Ethics: A European Review, EarlyView.