Stakeholder Engagement: Keeping Business Legitimate in Austria’s Natural Mineral Water Bottling Industry

Provasnek, Anna Katharina; Schmid, Erwin; Steiner, Gerald

doi:10.1007/s10551-016-3121-y

Cited by 18 publications

(19 citation statements)

References 54 publications

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“…Examples for the perception of issues related to sustainable development can be found in various domains of sustainability research such as in risk perception (Weber et al 2001 ; Weber 2012 ) or in corporate sustainability assessment (Weber and Banks 2012 ) and sustainable entrepreneurship (e.g., Provasnek et al 2016a , b ). In our investigation, we analyzed the underlying explicit and implicit attitudes toward sustainable development, and the correlation between these two dimensions.…”

Section: Explicit and Implicit Attitudes Toward Sustainable Developmementioning

confidence: 99%

Living sustainability, or merely pretending? From explicit self-report measures to implicit cognition

et al. 2018

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Recent research supports that a person’s self-reported explicit attitude is not necessarily consistent with their implicit attitude. However, in sustainability research, implicit cognitive measures are still at their early stages, and consider primarily singular aspects of sustainability. Here, we pose that the degree of congruence of individuals’ implicit and explicit attitudes represents the foundation of any organization’s sustainability culture. Although many organizations assert that sustainable development represents an important dimension of their vision and strategy, in reality, sustainable development often translates simply into explicit self-presentation and reputation. Traditional methods such as surveys lack information on implicit measures and—since they collect data based solely on the explicit knowledge of the respondents, which may be biased by social desirability and impression management—can therefore not determine the degree of congruence between explicit and implicit attitudes. We implemented a browser-based application of the Implicit Association Test (IAT) regarding sustainability as a reaction time-based cognitive measure supported by an interactive and activating process that was completed by 114 executives. Additionally, a questionnaire-based survey was conducted among them to investigate their explicit attitudes. We calculated Pearson correlation coefficients and conducted repeated measures MANOVA and principle component analysis. Our data analysis demonstrated low congruence between explicit and implicit sustainability orientations (Pearson’s r ranging from − 0.10 to 0.31). Potential explanations for our findings relate to the effects of impression management and individuals’ lack of cognitive processing of their own sustainability orientation. In sum, exploring the potential incongruence between explicit and implicit sustainability orientations helps narrow an important knowledge gap and provides a basis for rethinking the impact of internal and external learning processes within and between organizational systems, society, and science.

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Section: Explicit and Implicit Attitudes Toward Sustainable Developmementioning

confidence: 99%

Living sustainability, or merely pretending? From explicit self-report measures to implicit cognition

et al. 2018

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“…From a more proactive perspective, companies are integral to any global sustainable‐development conversation. Stakeholders often demand that companies adopt efficiency measures (Provasnek et al ., ), access new markets with sustainable products or services, develop innovative technologies, or engage in popular sustainability initiatives. Companies, in turn, identify opportunities for the concept of eco‐efficiency or cost reductions within their production processes.…”

Section: The Sustainability Performance Of Companiesmentioning

confidence: 99%

Sustainable Corporate Entrepreneurship: Performance and Strategies Toward Innovation

et al. 2016

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The field of sustainable corporate entrepreneurship is in a nascent stage. By developing a position matrix of companies with respect to their corporate entrepreneurship and sustainability performance, we make conceptual contributions to an integrated perspective on elements supporting a sustainable corporate entrepreneurship process. We propose that such a process without evolving corporate sustainability is misleading. Methodologically, we investigate publicly available index ratings to assess strategies for and qualitative measurement of the sustainable development and innovation performance of eight top‐ranked international companies. Findings show that the strategies of the identified companies correspond well to our typology and allow suggestions of where efforts for corporate sustainability and/or entrepreneurship could be reinforced to gain or maintain a benchmark position. The article will clarify underlying elements of, and help to advance strategies for the implementation of, a sustainable corporate entrepreneurship process. Copyright © 2016 John Wiley & Sons, Ltd and ERP Environment

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Section: Sustainability‐oriented Innovations Eco‐innovations and Thmentioning

confidence: 99%

“…The SLO concept requires that companies consider their externalities and operate in a way that not only complies with business partners' expectations but also mitigates or compensates stakeholders for negative externalities in reaching mutually advantageous conditions (Demuijnck & Fasterling, 2016). Examples of measures to manage the SLO process are information, communication, and engagement activities (Hall, 2014;Provasnek et al, 2016b). Howard-Grenville et al (2008) found that internal factors such as managerial incentives, culture, identity, self-monitoring, and personal commitments and affiliations have impacts on companies' identification of problems, strategies, and, ultimately, measures for handling the SLO process.…”

Section: Eco-innovations or Sustainability-oriented Innovationsmentioning

confidence: 99%

Integrating Eco‐Innovations and Stakeholder Engagement for Sustainable Development and a Social License to Operate

Provasnek

Sentić

Schmid

2017

Corp Soc Responsibility Env

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Eco‐innovations of corporations are seen to contribute to the mitigation of negative impacts on the natural environment. However, despite environmental gains, some eco‐innovations fail in the marketplace while others succeed. We propose a framework that reflects the connection between eco‐innovations and their social license to operate. Corporations can increase the market success of eco‐innovations if they can gain a social license to operate based on fair and trustworthy stakeholder engagement shaped by the context of their societal environment. Eco‐innovations can be transformed following management steps of an internal and external evaluation, the analysis of companies' interactional status, and conformation activities for the introduction of sustainability‐oriented innovations. We conclude that the successful transformation of eco‐innovations requires the inclusion of social factors, such as stakeholders' multiple claims, to secure a social license to operate and thereby even reduce costs by avoiding sketchy corporate social responsibility measures. Copyright © 2017 John Wiley & Sons, Ltd and ERP Environment

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Stakeholder Engagement: Keeping Business Legitimate in Austria’s Natural Mineral Water Bottling Industry

Cited by 18 publications

References 54 publications

Living sustainability, or merely pretending? From explicit self-report measures to implicit cognition

Living sustainability, or merely pretending? From explicit self-report measures to implicit cognition

Sustainable Corporate Entrepreneurship: Performance and Strategies Toward Innovation

Integrating Eco‐Innovations and Stakeholder Engagement for Sustainable Development and a Social License to Operate

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