 Stakeholder engagement and environmental strategy – the case of climate changeDavid Christopher Sprengel and Timo Busch Business Strategy and the Environment, 2011, vol. 20, issue 6, 351-364 Abstract: Many management studies analyze stakeholder pressures and corresponding corporate strategies in the context of the natural environment. This study investigates the role of the sources of stakeholder pressures and additional contextual factors for choosing an environmental strategy. By focusing on climate change as an important ecological challenge, four general response strategies to greenhouse gas (GHG) reduction pressures are empirically derived and discussed. The analysis is based on a global survey that includes 141 companies across eight different GHG emission‐intensive industries. It is found that organizations' response strategies do not relate to individual stakeholder groups, but rather the organization's level of pollution measured as its GHG intensity is identified to have an influence on the environmental strategy. We discuss important implications for stakeholder theory as well as policy makers and suggest areas for future research. Copyright © 2010 John Wiley & Sons, Ltd and ERP Environment. Date: 2011 Downloads: (external link) Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:bla:bstrat:v:20:y:2011:i:6:p:351-364 Ordering information: This journal article can be ordered from Access Statistics for this article Business Strategy and the Environment is currently edited by Richard Welford More articles in Business Strategy and the Environment from Wiley Blackwell |
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