Perceived stakeholder influences and organizations’ use of environmental audits

Darnall, Nicole; Seol, Inshik; Sarkis, Joseph

doi:10.1016/j.aos.2008.07.002

Cited by 182 publications

(170 citation statements)

References 58 publications

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“…In addition to power, alternative stakeholder traits have been found to be relevant, such as a pragmatic and collaborative stand (Deegan and Blomquist 2006) and the level of interest in a company (Cormier et al 2004). Finally, Darnall et al (2009) find that differences across companies in the use of (largely voluntary) environmental audits can be attributed to variations in stakeholder influences.…”

Section: Prior Literature and Hypotheses Developmentmentioning

confidence: 99%

Secondary Stakeholder Influence on CSR Disclosure: An Application of Stakeholder Salience Theory

2015

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The aim of this study is to analyse how secondary stakeholders influence managerial decision-making on Corporate Social Responsibility (CSR) disclosure. Based on stakeholder salience theory, we empirically investigate whether differences in environmental disclosure among companies are systematically related to differences in the level of power, urgency and legitimacy of the environmental non-governmental organisations (NGOs) with which these companies are confronted. Using proprietary archival data for an international sample of 199 large companies, our results suggest that differences in environmental disclosures between companies are mainly associated with differences between their environmental stakeholders' legitimacy. The effects of power and urgency are of an indirect nature, as they are mediated by legitimacy. This study improves our understanding of CSR disclosure by demonstrating that, next to the welldocumented effect of company characteristics, stakeholder characteristics are also important. Besides, it provides scarce empirical evidence that not only primary stakeholders, but also secondary stakeholders are influential with regards to management decision-making. And more specifically, it offers insight into why some stakeholder groups are better able to influence disclosure decisions than other. The results also have important practical implications for managers of both environmental NGOs and large companies. For managers of environmental NGOs the results provide evidence of the most successful tactics for having their environmental information demands satisfied by companies. For company management the results provide insights into the most important stakeholder characteristics, on the basis of which they may develop strategies for proactively disclosing environmental information.

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Section: Prior Literature and Hypotheses Developmentmentioning

confidence: 99%

Secondary Stakeholder Influence on CSR Disclosure: An Application of Stakeholder Salience Theory

2015

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“…and in-depth, onsite supplier audits (Darnall, Seol and Sarkis, 2009). Strategic sophistication is implicit in these activities mirroring multiple dimensions of procurement maturity -planning, internal structure and status, embedded organisational processes, leadership and procurement controlling structures (Schiele, 2007), in comparison to lower levels of procurement maturity with goals commonly focused towards cost reduction (Reck and Long, 1988).…”

Section: Network Consortiamentioning

confidence: 99%

A field-level examination of the adoption of sustainable procurement in the social housing sector

Meehan

Bryde

2015

International Journal of Operations &Amp; Production Management

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Purpose – The purpose of this paper is to report on a field-level examination of the adoption of sustainable procurement in social housing. It explores the role of regulation and procurement consortia in sustainable procurement. Design/methodology/approach – The study employs a case study of the UK social housing sector and uses an online survey (n=116) of UK Housing Associations. Factor analysis identifies three parsimonious dimensions of sustainable procurement. Attitudinal data are analysed to explore the field-level adoption of sustainable procurement and the role of consortia. Findings – The results delineate sustainable procurement activities into three factors; direction setting, supplier-centric assurance and local socially oriented supply. High yet sup-optimal levels of sustainable procurement activity are revealed. Prevailing attitudes identify positive commitments to sustainable procurement at individual, organisational and sector levels. The value of network collaboration is identified. Tenants as critical stakeholders do not prioritise sustainable procurement creating challenge for inclusivity. Regulators are seen to a have low level of sustainable procurement knowledge and procurement consortia a high perceived knowledge. Research limitations/implications – Results provide insight into the effect of sustainable procurement policy, the role of regulators and network structures and consortia, raising issues around legitimacy, coopetition, stakeholder engagement, performance measurement, and functional/sectoral maturity. Social implications – The identification of the potential exclusion of tenants in sustainability debates is particularly significant to deliver social value. Originality/value – The relative newness of the social housing sector and its quasi-public sector status provides an original contribution to the consortia and sustainable procurement literatures.

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“…Sharma and Henriques (2005) identified the multiplicity of withholding influences (by regulators and environmental NGOs), usage influences (by customers) and employee influences (through involvement) were identified by managers. In addition to these influences, others were identified from internal, regulatory and supply-chain sources by Darnall et al (2009), whereas Bremmers et al (2007) found that primary stakeholders (such as the government and customers) are more relevant than secondary stakeholders such as environmental organisations. Delmas and Toffel (2004) identified customers, regulators, legislators, local communities and environmental activist organizations as influential stakeholders.…”

Section: Stakeholders' Environmental Demandsmentioning

confidence: 99%

Implications of Managerial Framing of Stakeholders in Environmental Reports

Onkila

Joensuu

Koskela

2014

Social and Environmental Accountability Journal

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Corporate environmental reports are increasingly viewed as products of the managerial framing of responsibility and stakeholders. This notion encouraged us to conduct a multiple-case study on how stakeholders are framed in environmental reports. We show how interaction between companies and stakeholders is described in the environmental reports of three firms operating in different business sectors -financial, aviation, and energy -over a period of five years. We use an inductively oriented content analysis to identify five categories of relationships being constructed in the data: demanding, promoting, committing, donating, and preventing. We then show how commitment and promotion dominate. We conclude by discussing the implications of this type of managerial framing to maintaining business-as-usual approaches to corporate environmentalism and show how the critique of environmental reports derives from stakeholder accountability and critical approaches. We argue that managerial framing of stakeholders in environmental reports partly explains the increased criticism among stakeholder representatives and academics.

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Perceived stakeholder influences and organizations’ use of environmental audits

Cited by 182 publications

References 58 publications

Secondary Stakeholder Influence on CSR Disclosure: An Application of Stakeholder Salience Theory

Secondary Stakeholder Influence on CSR Disclosure: An Application of Stakeholder Salience Theory

A field-level examination of the adoption of sustainable procurement in the social housing sector

Implications of Managerial Framing of Stakeholders in Environmental Reports

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