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  1. Sustainability-Related Identities and the Institutional Environment: The Case of New Zealand Owner–Managers of Small- and Medium-Sized Hospitality Businesses.Eva Kiefhaber, Kathryn Pavlovich & Katharina Spraul - 2020 - Journal of Business Ethics 163 (1):37-51.
    While it is well known that SME owner–managers’ sustainability values and attitudes impact their company’s sustainability activities, they often face profit-driven institutional orders. In a qualitative study, we investigate which identities are critical for their engagement in sustainability and how these identities interrelate with their institutional environment. We applied a qualitative design with narratives from 29 owner–managers of hospitality businesses who belong to a New Zealand-based sustainability network. Our study revealed no single overarching sustainability identity; instead, six identities could be (...)
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  • Sustainable banking in Latin American developing countries: Leading to (mutual) prosperity.Francisco Javier Forcadell & Elisa Aracil - 2017 - Business Ethics: A European Review 26 (4):382-395.
    This article examines multinational banks’ approaches to corporate social responsibility in developing countries’ subsidiaries, particularly in Latin America. Building on in-depth case studies of two MNBs that are based in Europe and market leaders in Latin America, we analyze their CSR motivations and outcomes in host countries. We examine institutional environments by applying the national business system framework, and we suggest missing categories in its financial and educational dimensions. We theorize how institutional necessity determines MNBs' CSR in developing countries. Finally, (...)
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  • Identity Claims and Diffusion of Sustainability Report: Evidence from Korean Listed Companies, 2003–2010.Heejung Byun & Tae-Hyun Kim - 2017 - Journal of Business Ethics 140 (3):551-565.
    This study integrates theories of diffusion and social identity to conceptualize the diffusion of Sustainability Report as a result of a firm’s identification with its reference groups. Specifically, we first hypothesize four different sources of external stakeholder pressures driving the diffusion. Next, we argue that the source of external stakeholder pressures has a differential effect on the adoption of SR for firms that claim their identity on sustainability management. For firms with organizational identity claims, in-group stakeholder pressure will amplify whereas (...)
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