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  1.  51
    Drivers of Proactive Environmental Strategy in Family Firms.Pramodita Sharma & Sanjay Sharma - 2011 - Business Ethics Quarterly 21 (2):309-334.
    ABSTRACT: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.  11
    Spirituality and Corporate Philanthropy in Indian Family Firms: An Exploratory Study.Navneet Bhatnagar, Pramodita Sharma & Kavil Ramachandran - 2020 - Journal of Business Ethics 163 (4):715-728.
    Family firm philanthropy (FFP) is the donation of resources to support societal betterment in ways meaningful for the controlling family. Family business literature suggests that socioemotional goals of achieving family prominence, harmony, and continuity drive FFP. However, these drivers fail to explain spiritually motivated philanthropic behaviors like anonymous giving by business families. 14 case studies of Indian Hindu business families with a combined FFP exceeding 2 billion INR in 2016–17 reveal spirituality or the moral dimension as an additional important driver (...)
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  3.  3
    Stakeholder Pressures and Decarbonization Strategies in Mittelstand Firms.Jörn H. Block, Pramodita Sharma & Lena Benz - forthcoming - Journal of Business Ethics:1-23.
    This study examines the influence of stakeholder pressures and family ownership on strategic decarbonization choices of German Mittelstand firms. It distinguishes between _symbolic_ strategies focusing on compensating CO 2 -emissions and _substantive_ strategies directed toward reducing carbon emissions. The relative pressure exerted by _internal_ and _external_ stakeholders on these strategic choices is examined. Data from 443 manufacturing firms reveal that overall stakeholder pressures increase the pursuit of decarbonization strategies. Internal stakeholders pressures are associated with increased reliance on substantive decarbonization strategies (...)
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