Green management matters only if it yields more green: an economic/strategic perspective

By Donald S. Siegel. 2010

244 citations recorded by the source corpus.

Subfields: Marketing, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/3d66c4220ac4c2d7a74aa95bbad77bce125f6756

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Citations in the corpus

Motives and Performance Outcomes of Sustainable Supply Chain Management Practices: A Multi-theoretical Perspective (2017, background): “, Carter and Rogers 2008), and that if a practice has a negative impact on economic performance, it is not sustainable regardless how beneficial it is for the environment (Siegel 2009).”
Managing Legitimacy in Complex and Heterogeneous Environments: Sustainable Development in a Globalized World (2013, unknown): “Resource-based theorists emphasize the business case for SD (Orlitzky et al., 2011; Shrivastava, 1995; Siegel, 2009) and argue that certain resources and capabilities help corporations realize higher economic rents by contributing to SD (Christmann, 2000; Hart, 1995).”
Toward a theory of business (2015, background): “Sundaram and Inkpen (2004) clashed with Free-man, Wicks, & Parmar (2004), Siegel (2009) sparred with Marcus and Fremeth (2009), and Karnani (2011b) debated with Rivoli and Waddock (2011) about the purpose, accountability, and control of the ﬁrm.”
Corporate Social Responsibility, Noise, and Stock Market Volatility (2012, background): “…or protracted stakeholder dialogues (P6 in Figure 1) when, in fact, a more economically prudent course of action may be to develop new products or minimize expenditures (e.g., through outsourcing) to raise the chances of firm survival in uncertain or dire economic conditions (Siegel, 2009).”
How Green Management Influences Product Innovation in China: The Role of Institutional Benefits (2014, background): “2009), environmental corporate social responsibility (Ambec and Lanoie 2008), environmental social responsibility (Siegel 2009), environmental orientation (Fraj-Andres et al.”
Creating and Capturing Value (2011, background): “McWilliams and Siegel (2001a) point out that the provision of CSR actions and attributes leads to “extra” costs. This is the basis for our defining RBT value to the firm as net revenue— extra revenue minus extra cost. According to McWilliams and Siegel, the firm may employ capital, materials and ser”
Do corporate sustainability practices enhance organizational economic performance (2015, background): “In this regard, much of the academic research has centred on the question of whether it “pays” to be green and sustainable (e.g. Marcus and Fremeth, 2009; Siegel, 2009).”
A Review of the Nonmarket Strategy Literature (2016, unknown): “…for an integration of the two lines of research (Baron, 2001; McWilliams, van Fleet, & Cory, 2002; Rodriguez, Siegel, Hillman, & Eden, 2006; D. S. Siegel, 2009), there has been little exploration of the interactions between the social and political aspects of firm strategies until recently (den…”
How Does the Market Value Corporate Sustainability Performance? (2011, unknown): “Engaging in CS activities when these are expected to benefit the company is a behavior that can be examined through the lens of the RBP (Branco and Rodrigues 2006; Gallego-Álvarez et al. 2010; Hussainey and Salama 2010; McWilliams et al. 2006; Siegel 2009; Surroca et al. 2010).”
Institutional Logics in the Study of Organizations: The Social Construction of the Relationship between Corporate Social and Financial Performance (2011, background): “Managers are seen as purely economic (rational) actors, not social or moral agents (Devinney, 2009; Siegel, 2009).”
Do cross-border mergers and acquisitions increase short-term market performance? The case of Chinese firms (2017, background): “This shows that cross-border M&As enable Chinese firms to span national boundaries to gain strategic assets and credibly enhance their global reputation (Siegel, 2009), thus generating positive market reactions.”
The New Political Role of Business in a Globalized World – A Review of a New Perspective on CSR and its Implications for the Firm, Governance, and Democracy (2011, unknown): “As a consequence, many economists would not reject socially responsible behavior in principle, but they would rather assess the value-creating contribution of CSR activities (McWilliams et al. 2006; Siegel 2009).”
Triangulating Environmental Performance: What Do Corporate Social Responsibility Ratings Really Capture? (2013, background): “As it gains in stature and legitimacy, SRI is in a unique position to orient corporations toward corporate sustainability because firms that pass these screens can attract capital more easily (Ambec & Lanoie, 2008; Chatterji & Levine, 2006; Delmas & Blass, 2010; O’Rourke, 2003; Siegel, 2009).”
The Value Relevance of Reputation for Sustainability Leadership (2014, background): “The results are interpreted through a lens of analysis combining signalling theory with resource-based theory (RBT), according to which company’s signal sustainability leadership mainly to influence the external perception of reputation.”
Responsible Innovation and the Innovation of Responsibility: Governing Sustainable Development in a Globalized World (2015, unknown): “The discussion centers on the question of whether investing in such innovations needs to ‘pay’; in other words, of whether organizations should—and do—invest in social and ecological innovations only for instrumental economic reasons or also for other, non-financial reasons (Gao and Bansal 2013; Mar”
Extending Corporate Social Responsibility Research to the Human Resource Management and Organizational Behavior Domains: A Look to the Future (2013, background): “Siegel, 2009), we envisioned this special issue as addressing questions more directly related to the fields of human resource (HR) management and organizational behavior (OB).”
Management commitment to the ecological environment and employees: Implications for employee attitudes and citizenship behaviors (2015, background): “At the same time, many question corporate environmental initiatives on the grounds that they increase costs and that responsible managers should adopt green management approaches only if they complement their core business (e.g. Siegel, 2009).”
How Hot Is Your Bottom Line? Linking Carbon and Financial Performance (2011, background): “In cases where CSP activities are not purely driven by normative management attitudes, firms should adopt such activities only if they “complement the organization’s business- and corporate-level strategies and ultimately enhance profitability or shareholder wealth” (Siegel, 2009, p. 5).”