Do environmental policy statements accurately represent corporate commitment to environmental sustainability? Because companies are not required by law to publish environmental policy statements or to verify that these statements are true using independent third parties, external stakeholders often wonder when a published commitment to a policy translates into actual policy implementation. The authors analyzed two independent databases to predict the circumstances under which large, leading-edge corporations in industry sectors will commit to and/or implement proactive corporate environmental policies and when it (...) is unlikely they will do so. The authors found that commitment to specific environmental policies does not vary greatly between industry sectors; however, policy implementation does. (shrink)

Considering the urgency of addressing grand challenges that affect human health and achieving the ambitious health targets set by the United Nations’ Sustainable Development Goals, the role of business in improving health has become critical. Yet, our systematic review of the business–health literature reveals that business research focuses primarily on occupational health and safety, health care organizations, and health regulations. To embrace the health externalities generated by business activities, we propose that future research should investigate the conditions under which business (...) articulates and participates in health challenges, engages in multilevel actions toward tackling health challenges, and improves health outcomes and its impact on the health of external stakeholders, including customers and local communities. We also urge business scholars to engage with the public health research community to increase impact. (shrink)

The Earth is facing pressing societal grand challenges that require urgent managerial action. Responsible management learning has emerged as a discipline to prepare managers to act as responsible leaders that can effectively address such pressing challenges. This article aims to extend current knowledge on RML in the domain of corporate sustainability through the application of threshold concepts, novel ideas which provide a doorway to new knowledge and transform a learner’s mindset. Specifically, after conducting a systematic review of the management literature, (...) we identify 33 CS threshold concepts that are useful for mainstream managers and practitioners in their RML process. We group them into six CS threshold concept themes that can help managers understand the complexities and interconnectedness that characterize CS. Finally, we map CS threshold concepts with key competences for effective RML. Therefore, our contribution relies on translating existing CS theoretical frameworks into transformative, specific, understandable and applicable pieces of knowledge that might help mainstream managers to embed CS principles in their daily management practices. (shrink)

The Earth is facing pressing societal grand challenges that require urgent managerial action. Responsible management learning has emerged as a discipline to prepare managers to act as responsible leaders that can effectively address such pressing challenges. This article aims to extend current knowledge on RML in the domain of corporate sustainability through the application of threshold concepts, novel ideas which provide a doorway to new knowledge and transform a learner’s mindset. Specifically, after conducting a systematic review of the management literature, (...) we identify 33 CS threshold concepts that are useful for mainstream managers and practitioners in their RML process. We group them into six CS threshold concept themes that can help managers understand the complexities and interconnectedness that characterize CS. Finally, we map CS threshold concepts with key competences for effective RML. Therefore, our contribution relies on translating existing CS theoretical frameworks into transformative, specific, understandable and applicable pieces of knowledge that might help mainstream managers to embed CS principles in their daily management practices. (shrink)

We use this editorial essay as a call for a more effective use of new technologies, such as mobile apps and Web 2.0 tools, to educate students and other relevant stakeholders on business ethics, corporate social responsibility, and sustainability topics. We identify three overarching reasons that justify the need for new ways of teaching that further incorporate technology to foster the innovative thinking needed to tackle imminent societal grand challenges such as climate change and increasing inequality. First, we are facing (...) a new generation of millennials and Generation Z students who are digital natives and more likely to search for educational content on their electronic devices. Second, new technologies offer opportunities to reach students globally, helping to democratize education. Third, we posit that the intrinsic characteristics of societal grand challenges, which are complex, uncertain, and evaluative, can benefit from technology as an effective translator of multilayered concepts into more digestible action items. Our essay ends with a brief summary of the four essays included in the thematic symposium: “There is an App for that! The Use of New Technologies and Apps in Ethics, Corporate Social Responsibility and Sustainability Education.”. (shrink)

Voluntary sustainability standards that establish global rules for firms’ environmental and/or social conduct and allow for verification of firm compliance via third-party certification hold the promise to govern firms’ sustainability conduct in a globalizing world economy. However, the recent proliferation of competing and overlapping global sustainability standards that have been developed by various stakeholders with different agendas, creates uncertainties for firms that likely reduce their propensity to adopt any standard. Without widespread adoption these standards cannot effectively govern firm conduct and (...) in contrast create barriers for firms’ access to export markets. We suggest that the uncertainties associated with competing standards and the effect of these uncertainties on standard certification decisions are especially large for firms in emerging economies because these firms lack access to information about current and future standards and the resources to obtain certifications to multiple standards. We theoretically propose and empirically identify three distinct sources of sustainability standard uncertainty: diversity of customer requirements, dynamism of customer requirements, and the unpredictability of the future evolution of standard and propose that each of these sources reduces firms’ propensity to obtain certification to any standard. Our empirical results based on certifications to food safety standards by a sample of 97 Mexican food exporting firms confirm that three distinct sources of sustainability standard uncertainty exist and that all of them negatively impact certification. We discuss ethical implications and offer recommendations for both suppliers as well as standard setting organizations. (shrink)

The United Nations’ increasing involvement in global sustainability culminated in 2015 with the release of the 2030 Agenda. This agenda puts businesses in the spotlight, and their innovation and stakeholder partnering activities are portrayed as essential strategies for achieving an ambitious set of 17 Sustainable Development Goals. In this study, we identify six distinct dynamic stakeholder engagement strategies—resilient specialists, opportunity explorers, uncommitted diversifiers, rainbow warriors, rainbow washers, and progressive learners—and distinguish two approaches to innovate, depending on the range of SDG (...) targets aimed to achieve simultaneously. On the one hand, for firms that take a narrow approach intended to achieve a reduced set of SDG targets, we predict that successful dynamic stakeholder engagement strategies are those that end up with an intensive collaboration with a reduced number of stakeholder groups. On the other hand, for firms adopting a broad innovation approach to satisfy a wide set of SDG targets, we predict that successful dynamic stakeholder engagement strategies are those that end up interacting with a wide number of stakeholder groups. Longitudinal analysis of more than 3900 Spanish firms supports our predictions and suggests clear implications for responsible innovation research and the advancement of sustainable development through collaboration. (shrink)

This article analyzes the adoption of voluntary environmental management programs by firms operating in Mexico. Mexican firms can obtain national certification (Clean Industry) and/or international certification (ISO 14001). Based on institutional entrepreneurship theory, we posit that the role played by first movers as institutional entrepreneurs is crucial if these programs are to become established with sufficient strength and appeal. This understanding is especially important in an environment where more than one program can be adopted. We tested several hypotheses on the (...) behaviors of 1328 facilities operating in Mexico, half of which (664) had certified environmental management programs. Of the 664 certified facilities, 217 were classified as early adopters. Three variables predicted the likelihood of a facility being an early adopter: (1) connected to international market, (2) in the maquila sector, and (3) linked to an industry association that offers free resources. (shrink)

Three partners founded the Grenada Chocolate Company in 1999: Mott Green, Doug Browne and Edmond Brown. Several years ago Doug passed away of cancer and in June 2013 Mott suffered a fatal electrocution while repairing a piece of equipment. Edmond was now thrust into the leadership position and left to decide what direction GCC should take. The GCC product line was becoming increasingly popular both on the island and internationally and demand was high,but the original vision for the company was (...) to produce bean-to-bar chocolates while providing a fair wage to the local employees and farmers. Expansion could be an option for Edmond and GCC, but was it possible to expand and stay true to the ideas on which GCC was founded? (shrink)

Three partners founded the Grenada Chocolate Company (GCC) in 1999: Mott Green, Doug Browne and Edmond Brown. Several years ago Doug passed away of cancer and in June 2013 Mott suffered a fatal electrocution while repairing a piece of equipment. Edmond was now thrust into the leadership position and left to decide what direction GCC should take. The GCC product line was becoming increasingly popular both on the island and internationally and demand was high,but the original vision for the company (...) was to produce bean-to-bar chocolates while providing a fair wage to the local employees and farmers. Expansion could be an option for Edmond and GCC, but was it possible to expand and stay true to the ideas on which GCC was founded? (shrink)

This paper investigates the determinants of the diffusion of the international environmental management system standard ISO 14001 within the chemical industry using a panel of 126 different countries during the period 2000 to 2003. We investigate how institutional pressure originating from different stakeholders such as governments, businesses, and the civil society and forces related to trade will drive the diffusion. Our results show that the level of community involvement within a particular country and the previous experience of businesses with voluntary (...) standards such as Responsible Care and ISO 9000 impacts ISO 14001 adoption in chemical firms. (shrink)

Grenada Chocolate Company (GCC) is the world’s smallest chocolate factory. After being hit with several hurricanes, the founders of GCC must decide the best way to continue their business. This case addresses the possibilities GCC has while exploring the benefits and pitfalls of a small business.

This study analyzes the adoption and performance implications of two certified management standards in Mexico. Basing our predictions on strategic balance theory we find that those firms seeking for higher levels of differentiation or legitimacy show inferior environmental performance that firms demonstrating higher strategic balance.

This paper investigates the determinants of the diffusion of the international environmental management system standard ISO 14001 within the chemical industry using a panel of 126 different countries during the period 2000 to 2003. We investigate how institutional pressure originating from different stakeholders such as governments, businesses, and the civil society and forces related to trade will drive the diffusion. Our results show that the level of community involvement within a particular country and the previous experience of businesses with voluntary (...) standards such as Responsible Care and ISO 9000 impacts ISO 14001 adoption in chemical firms. (shrink)

We look at the relationship of corporate social responsibility (CSR) and country risk. We conceptualize the relationship first by asking if there is a correlationand then positing the directionality of the relationship. We posit that there is an inverse or negative correlation of implicit CSR with country risk and a positive correlation between explicit CSR and country risk. Understanding this relationship can help firms respond to a variety of external pressures such as those from activist organizations and stockholder disciplining; thus, (...) preventing firms from the need to “bolt” on CSR strategies to existing corporate strategies, as well as to help fulfill social needs within the community, mitigate political risks, and improve firm reputation. (shrink)

This paper aligns the Miles and Snow (Miles & Snow, 1978) strategy typology, with corporate social responsibility (CSR) strategies and CSR marketing strategies in a unifying framework. The paper traces the evolution of CSR marketing and discusses a flexible definition of CSR. The value of this study is to improve competitive advantage and firm performance by identifying and aligning CSR strategies and CSR marketing strategies with the Reactor, Prospector, Analyzer, and Defender strategy typology.

The last ten years have seen particularly strong changes in corporate social responsibility (CSR), with the introduction of new instruments such as the UnitedNations Global Compact (UNGC) in 2000 and the Global Reporting Initiative (GRI) Sustainability Reporting Guidelines in 1998. These instruments propose voluntary tools to address CSR. In November 2010, the International Organization for Standardization (ISO) released the new social responsibility guidance under ISO 26000. It is important to understand the contribution of ISO 26000 to already existing CSR instruments (...) and the connections between them. This article discusses whether companies need ISO 26000 if they already implemented UNGC and GRI: is there redundancy or complementarity? (shrink)