 Stakeholders and environmental management practices: an institutional frameworkMagali Delmas and Michael W. Toffel Business Strategy and the Environment, 2004, vol. 13, issue 4, 209-222 Abstract: Despite burgeoning research on companies' environmental strategies and environmental management practices, it remains unclear why some firms adopt environmental management practices beyond regulatory compliance. This paper leverages institutional theory by proposing that stakeholders – including governments, regulators, customers, competitors, community and environmental interest groups, and industry associations – impose coercive and normative pressures on firms. However, the way in which managers perceive and act upon these pressures at the plant level depends upon plant‐ and parent‐company‐specific factors, including their track record of environmental performance, the competitive position of the parent company and the organizational structure of the plant. Beyond providing a framework of how institutional pressures influence plants' environmental management practices, various measures are proposed to quantify institutional pressures, key plant‐level and parent‐company‐level characteristics and plant‐level environmental management practices. Copyright © 2004 John Wiley & Sons, Ltd and ERP Environment. Date: 2004 Downloads: (external link) Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:bla:bstrat:v:13:y:2004:i:4:p:209-222 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 |
Is your work missing from RePEc? Here is how to contribute.
Questions or problems? Check the EconPapers FAQ or send mail to .
EconPapers is hosted by the
School of Business at Örebro University.