Buch, Englisch, 2144 Seiten, Format (B × H): 156 mm x 234 mm, Gewicht: 4056 g
Buch, Englisch, 2144 Seiten, Format (B × H): 156 mm x 234 mm, Gewicht: 4056 g
Reihe: Critical Perspectives on Business and Management
ISBN: 978-0-415-60870-1
Verlag: Routledge
Over the past four decades, the concept of corporate environmentalism has passed through multiple iterations. Prompted by landmark environmental events such the publication of Rachel Carson’s Silent Spring (1962), the Santa Barbara oil spill, the Cuyahoga River fire, Love Canal, Bhopal, the Exxon Valdez spill, the Brent Spar controversy, and many other horrifying disasters, conceptions of corporate environmentalism as mere regulatory compliance gradually gave way to newer management conceptions of ‘pollution prevention’, ‘total quality environmental management’, ‘industrial ecology’, ‘life-cycle analysis’, ‘environmental strategy’, ‘environmental justice’, and, most recently, ‘sustainable development’.
Concurrent with this evolution in corporate practice has been the emergence of academic research focused on business decision-making, firm behaviour, and the protection of the natural environment. Scholars within management schools entered this research domain with gusto in the mid-1980s, and what began as a modest offshoot of traditional management research has grown into a maturing area of study within the management sciences.
This new four-volume Routledge Major Works collection will enable users to make sense of this thriving and fast-developing area of serious scholarly endeavour. The collection is fully indexed and includes a comprehensive introduction that places the collected material in ist historical and intellectual context. It is destined to be valued by students, teachers, and researchers as an indispensable reference resource.
Autoren/Hrsg.
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Weitere Infos & Material
PROVISIONAL CONTENTS
Volume I
1. T. N. Gladwin, J. J. Kennelly, and T. S. Krause, ‘Shifting Paradigms for Sustainable Development: Implications for Management Theory and Research’, Academy of Management Review, 1995, 20, 874–907.
2. P. Shrivastava, ‘The Role of Corporations in Achieving Environmental Sustainability’, Academy of Management Review, 1995, 20, 4, 936–60.
3. I. Henriques and P. Sadorsky, ‘The Determinants of an Environmentally Responsive Firm: An Empirical Approach’, Journal of Environmental Economics & Management, 1996, 30, 3, 381–95.
4. P. Christmann, ‘Effects of "Best Practices" on Environmental Management on Cost Advantage: The Role of Complementary Assets’, Academy of Management Journal, 2000, 43, 4, 663–80.
5. S. Sharma and H. Vredenburg, ‘Proactive Corporate Environmental Strategy and the Development of Competitively Valuable Organizational Capabilities’, Strategic Management Journal, 1998, 19, 8, 729–53.
6. T. N. Gladwin, ‘The Meaning of Greening: A Plea for Organizational Theory’, in K. Fischer and J. Schot (eds.), Environmental Strategies for Industry: International Perspectives on Research Needs and Policy Implications (Island Press, 1993), pp. 37–61.
7. S. L. Hart, ‘A Natural-Resource-Based View of the Firm’, Academy of Management Review, 1995, 986–1014.
8. J. Aragón-Correa and S. Sharma, ‘A Contingent Resource-Based View of Proactive Corporate Environmental Strategy’, Academy of Management Review, 2003, 71–88.
9. M. V. Russo and P. A. Fouts, ‘A Resource-Based Perspective on Corporate Environmental Performance and Profitability’, Academy of Management Journal, 1997, 40, 534–59.
10. P. D. Jennings and P. A. Zandbergen, ‘Ecologically Sustainable Organizations: An Institutional Approach’, Academy of Management Review, 1995, 20, 4, 1015–52.
11. A. J. Hoffman, ‘Linking Organizational and Field-Level Analyses: The Diffusion of Corporate Environmental Practice’, Organization and Environment, 2001, 14/2, 133–56.
12. A. J. Hoffman, ‘Institutional Evolution and Change: Environmentalism and the US Chemical Industry’, Academy of Management Journal, 1999, 42, 4, 351–71.
13. M. Lounsbury, ‘Institutional Sources of Practice Variation: Staffing College and University Recycling Programs’, Administrative Science Quarterly, 2001, 46, 29–56.
14. R. K. Mitchell, B. R. Agle, and D. J. Wood, ‘Toward a Theory of Stakeholder Identification and Salience: Defining the Principle of Who and What Really Counts’, Academy of Management Review, 1997, 22, 853–86.
15. M. B. Clarkson, ‘A Stakeholder Framework for Analyzing and Evaluating Corporate Social Performance’, Academy of Management Review, 1995, 20, 92–117.
16. R. V. Aguilera, D. Rupp, C. A. Williams, and J. Ganapathi, ‘Putting the S Back in Corporate Social Responsibility: A Multi-Level Theory of Social Change in Organizations’, Academy of Management Review, 2007, 32, 3, 836–63.
17. D. Matten and A. Crane, ‘Corporate Citizenship: Toward an Extended Theoretical Conceptualization’, Academy of Management Review, 2005, 30, 1, 166–79.
Volume Ii
18. D. Matten and J. Moon, ‘ "Implicit" and "Explicit" CSR: A Conceptual Framework for a Comparative Understanding of Corporate Social Responsibility’, Academy of Management Review, 2008, 33, 2, 404–24.
19. A. B. Carroll, ‘A Three Dimensional Model of Corporate Social Performance’, Academy of Management Review, 1979, 4, 497–505.
20. S. B. Banerjee, ‘Corporate Social Responsibility: The Good, the Bad and the Ugly’, Critical Sociology, 2008, 34, 1, 51–79.
21. P. Bansal and K. Roth, ‘Why Companies go Green: A Model of Ecological Responsiveness’, Academy of Management Journal, 2000, 43, 717–36.
22. M. Starik and G. P. Rands, ‘Weaving an Integrated Web: Multilevel and Multisystem Perspectives of Ecologically Sustainable Organizations’, Academy of Management
