Exploring the Locus of Profitable Pollution Reduction

By Andrew A. King, Michael J. Lenox. Management Sciences, 2002

1,239 citations recorded by the source corpus.

Subfields: Economics and Econometrics, Marketing, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/1d2eddff8b34aa43fad753d8ffa9e5bdaf596d13

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Citations in the corpus

How Firms Respond to Mandatory Information Disclosure (2012, neutral): “2 Improving performance due to internal pressures and ease of capability transfer Information that reveals poor operational performance of an establishment such as a restaurant (Jin and Leslie, 2009), factory (King and Lenox, 2002), or vehicle service station (Pierce and Toffel, 2011) can affect the”
Triangulating Environmental Performance: What Do Corporate Social Responsibility Ratings Really Capture? (2013, methodology): “We included the variable Growth , defined as the annual change in sales divided by total sales, to control for variations in production (King & Lenox, 2002).”
How Hot Is Your Bottom Line? Linking Carbon and Financial Performance (2011, methodology): “…indicators for CFP such as Tobin’s q, return on assets, return on sales, or return on equity and a variety of CSP measures (e.g., Dowell, Hart, & Yeung, 2000; Elsayed & Paton, 2005; Hart & Ahuja, 1996; King & Lenox, 2001, 2002; Konar & Cohen, 2001; Russo & Fouts, 1997; Waddock & Graves, 1997).”
The Impact of Corporate Social Responsibility on Investment Recommendations: Analysts’ Perceptions and Shifting Institutional Logics (2015, background): “…explores the link between environmental performance specifically, and financial performance (e.g. Russo & Fouts, 1997; King & Lenox, 2001; King & Lenox, 2002) while several literature reviews (Sharma & Starik, 2002; Etzion, 2007; Ambec & Lanoie, 2008; Dixon-Fowler, Slater, Johnson et…”
How Firms Respond to Being Rated (2010, background): “…rating can trigger concerns by current and potential investors that the firm might be overlooking opportunities to invest in environmental management activities that might reduce costs, preempt competition, and spur higher-order learning (Hart, 1995; King & Lenox, 2002; Sharma & Vredenburg, 1998).”
Green Management Matters Only if it Yieds More Green: An Economic/Strategic Perspective (2009, background): “More sophisticated econometric analyses of these relationships suggest that the key factors driving the association between ESR and firm performance are strategic and somewhat complex (Barnett & Salomon, 2006; King & Lenox, 2001, 2002 ).”
Environmental Innovations and Profitability: How Does it Pay to Be Green? (2013, background): “This underestimation can be driven by the costs associated to collecting proper information about the values and returns of different pollution reduction factors as firms can be unwilling to bear the search costs and thus can underexploit or abuse certain “greener” production techniques (King and Le”