Organizational performance and environmental consciousness: an empirical study

Abstract

This study investigates the relationship between environmental strategy and company performance using samples from a nationwide survey. The companies were classified into two groups; environmentally conscious and nonenvironmental companies. Environmental companies reported better performance scores and also are more inclined to incorporate various performance improvement strategies and techniques into their operations.

Does Corporate Social Responsibility Influence Firm Performance of Indian Companies?

“…A favorable CSR towards environment increasing FP and NFP of firms supports past findings (Ahmed et al, 1998;Alvarez et al, 2001). Environmentally compatible products, processes and management systems enhance profitability either through revenue gains or through cost savings.…”

“…Evidence suggests proactive environment management enhances firm's market value (Klassen and Mc Laughlin, 1996), reputation, and FP (Alvarez et al, 2001;Miles and Covin, 2000). The impact of firms' proactive environmental practices on market share, profitability, and return on investment is better in environmentally conscious companies compared to not-soconscious companies (Ahmed et al, 1998). Hence,…”

“…Capturing such issues are important because, influenced by a higher level of aggregate CSR, companies may overlook specific stakeholder issues which might have critical bearing on firm performance. Third, few studies have reported the positive impact of environmental proactivity on NFP (Ahmed et al, 1998;Benito and Benito, 2005) but not in the context of other stakeholders. This study reveals the direct influence of CSR towards six primary stakeholder groups including environment on NFP as well as on FP.…”

Corporate social responsibility and public policy-making : making perspectives, instruments, and consequences

“…The cost issue probably becomes dominant for these companies over classic CSR issues. In other words, the smaller the family companies become, the more they focus on the economic bottom line to survive in the market (Ahmed et al 1998;Graafland et al 2003). A study by Uhlaner et al (2004) found that family businesses have stronger links to employees, customers, and suppliers.…”

“…However, the sample of the study was more focused on small companies with less than 50 employees. This might explain why only primary stakeholders are emphasised by family businesses because if we follow the argumentation of Ahmed et al (1998) and Graafland et al (2003) these stakeholders are most important to survive in the market.…”