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Numerous high-profile, profitable firms have engaged in illegal activities to improve their performance. In recent history, we can easily recall the experiences of Enron, Arthur Anderson and Barings Bank.
Tag: Leadership and influence
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How can sustainability knowledge be diffused among colleagues and employees? A number of factors facilitate organizational learning, and the results of the learning processes.
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Multinational corporations are standardizing their environmental policies worldwide based on pressures from government, industry and consumers.
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Managers' disagreements about "good judgment" result from their different ideologies. Depending on the manager's underlying ideologies, their management styles may have either a positive or negative spin.
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Organizations are more likely to show commitment to CSR programs when the monetary or physical obligation is far in the future.
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Environmental change comes from leaders who promote others’ welfare, motivate change, and can act in different leadership roles.
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A survey of supervisors in a multinational corporation finds only one factor is significant in shaping perceived support for corporate sustainability: commitment from top management.
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This research examines the pressures that shaped the U.S. chemical industry's environmental beliefs and practices from the 1960s to the 1990s.
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Companies can support corporate environmental initiatives and create social benefits by linking executive compensation to environmental performance. This study investigated the link between compensation and environmental performance across high-polluting industries in the U.S.