CSR and environmental responsibility: motives and pressures to adopt green management practices

Abstract

This paper examines the diffusion of environmental management initiatives in business and the motives and pressures reported by senior executives to adopt these practices in one industry. We frame these sustainable practices under the umbrella of corporate social responsibility (CSR) and examine the causal drivers of environmental behavior. This study used a mixed-methods approach and included a survey and 17 in-depth interviews with professional sports team and league executives. Data revealed both strategic and legitimacy motives to adopt environmental management practices. More specifi cally, the analysis suggested that strategic motives were the primary reason for adopting an environmental CSR focus. Motives to address institutional pressures were also found, although to a lesser extent. The paper discusses the role and relevance environmentally focused CSR plays in professional sport organizations in North America and presents suggestions for future research in this area.

Does Corporate Social Responsibility Put Reputation at Risk by Inviting Activist Targeting? An Empirical Test among European SMEs

“…One of the ways a firm can build up its reputation is by engaging in CSR activities. Most academic literature regarding CSR looked at ways in which CSR could benefit a firm by improving its reputation (Gardberg and Fombrun, 2006;Heikkurinen, 2010;Babiak and Trendafilova, 2011). Lin et al (2016) find that the reputation damage of information on environmental irresponsibility is lower for companies with CSR activities than for companies without CSR activities.…”

“…One of the advantages of engaging in CSR is that it can improve the firm's reputation (Gardberg and Fombrun, 2006;Heikkurinen, 2010;Babiak and Trendafilova, 2011;Melo & Garrido-Morgado, 2012;Lin et al, 2016). Enhanced stakeholder perceptions are a valuable resource that will lead to improved financial performance (Walker and Mercado, 2015).…”

Evaluation of the evolution of green management with a Kuhnian perspective

“…Increasing number of periodicals and scientists that are worried about the future of the human race, criticizes the effects of industrialization, and pressuring on governments and firms to be green, shows that this community has common values, beliefs, and norms. Furthermore, many studies empirically demonstrated that the values, beliefs, and moral obligations behind environmental movement affect the practical implications and motivate managers to adopt green management strategies to their companies (Drumwright 1994;Carter et al 1998;Tzschentke et al 2008;Babiak and Trendafilova 2011;Wu and Wu 2014). Therefore, we can suggest that GMA has a well-grounded set of metaphysical values, beliefs, assumptions, and norms, which differentiate it from TMA.…”

Determinant of Corporate Social Responsibility: Case From Indonesia

“…This study uses a mixed method, secondary data and primary data obtained through interviews with company managers. Babiak and Trendafilova (2011) found that managers who practice overall responsibility for social and environmental (called a green manager), can have a positive impact on a company's bottom line. In other words, if the leadership intends to implement CSR well, the entire organization will implement CSR better as well.…”