Stakeholders, the Environment and Society

Stakeholders, the Environment and Society

New Perspectives in Research on Corporate Sustainability series

Edited by Sanjay Sharma and Mark Starik

The role of stakeholders is integral to corporate sustainability as society increasingly demands that corporations play a role in achieving environmental objectives in addition to building shareholder wealth. In the first book to gather cutting-edge research on the interactions between stakeholders and organizations within the context of corporate sustainability, the contributors to this volume provide a diversity of perspectives from North America, Europe, and Oceania.

Chapter 3: Influential Environmental Stakeholders: A Grounded Model of Processes for Effecting Change

Jamie R. Hendry

Subjects: business and management, corporate social responsibility, management and sustainability, economics and finance, environmental economics, environment, corporate social responsibility, environmental economics, environmental management


3. Influential environmental stakeholders: a grounded model of processes for effecting change Jamie R. Hendry INTRODUCTION On 30 June 1999, Procter & Gamble announced that it would ‘end the use of animal tests . . . except where required by law’. On 27 August 1999, Home Depot announced that it would ‘phase out sales of so-called “old growth” wood in 2002’. On 1 February 2000, Frito-Lay, Inc. announced that it would ‘stop using genetically altered corn’. These cases evidence just three of the many instances in which environmental non-governmental organizations (ENGOs) have succeeded in influencing the operations of business firms. With the rise of both external and internal pressure on firms to be more environmentally responsible, many business managers have attempted to reduce their firms’ negative environmental impacts and report environmental activity and performance data to the public. Researchers, aware that corporate impacts on the natural environment have increasingly attracted the public’s attention in the last 30 years, have focused on three related areas of study: (1) the actions corporate managers take that jeopardize or harm the natural environment (creating negative consequences) and the motivations for those actions, (2) the actions corporate managers take that conserve resources and protect the natural environment (creating positive consequences) and the motivations for those actions, and (3) specification of appropriate metrics to capture corporate environmental performance. However, few researchers or business people have endeavored to understand the process used by ENGOs to effect change in business behavior and consequent impacts on the natural...

You are not authenticated to view the full text of this chapter or article.

Elgaronline requires a subscription or purchase to access the full text of books or journals. Please login through your library system or with your personal username and password on the homepage.

Non-subscribers can freely search the site, view abstracts/ extracts and download selected front matter and introductory chapters for personal use.

Your library may not have purchased all subject areas. If you are authenticated and think you should have access to this title, please contact your librarian.

Further information