From Issues to Actions: The Importance of Individual Concerns and Organizational Values in Responding to Natural Environmental Issues

By Pratima Bansal. 2003

700 citations recorded by the source corpus.

Subfields: Marketing, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/5c3210a1c94fd622b564fc1a1720c67942b90207

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Citations in the corpus

The Impact of Institutional Pressures on Green Supply Chain Management and Firm Performance: Top Management Roles and Social Capital (2017, background): “The role of top management is highly emphasized in determining the speed and range of the environmental practices [80].”
Empowering Employee Sustainability: Perceived Organizational Support Toward the Environment (2015, positive): “supervisor commitment to CSR (Ramus and Steger 2000), employee values (Mudrack 2007), and employee concern with issues (Bansal 2003) are reliable predictors of employee-level CSR engagement.”
Integrating Insights From the Resource-Based View of the Firm Into the New Stakeholder Theory (2021, background): “Bansal (2003), Delmas and Toffel (2004), and King and Lenox (2000) analyze the implications of this process for the environment.”
Understanding Environmental Cognition (2012, background): “Decision making within organizations is a key context for thinking about environmental cognition, and a number of studies have examined the influence of, for example, beliefs and values on the environmental policies of organizations (Andersson & Bateman, 2000; Bansal, 2003).”
Conceptualizing a “Sustainability Business Model” (2008, background): “In both companies, it was the personal concerns of the respective CEOs that initially drove the change process to shape the organizational agenda around sustainability (Bansal, 2003).”
Managing sustainability with the support of business intelligence: Integrating socio-environmental indicators and organisational context (2009, background): “3 For more information about organisational context categories, see Bansal (2003), Sharma and Henriques (2005), Stone (2006) and Tregidga and Milne (2006).”
What We Know and Don’t Know About Corporate Social Responsibility (2012, background): “An alignment of CSR with firm mission and values is an important predictor of CSR (Bansal, 2003; Maignan et al., 1999; Marcus & Anderson, 2006).”
Explaining Compassion Organizing (2006, background): “While previous research has suggested that organizational routines (Zollo and Winter, 2002) and values (Bansal, 2003) may also explain responses to unexpected events, it does not address how features of the organizational context interrelate to explain patterns of organizing.”
Considering planned change anew:stretching large group interventions strategically, emotionally and meaningfully (2011, background): “Bansal ( 2003 ), for example, shows how individuals’ championing of natural environmental issues can lead to their incorporation in the strategic agenda of an organization.”
The effects of climate policy on the rate and direction of innovation: a survey of the EU ETS and the electricity sector (2012, background): “Only changes that prompt a manager’s high attention typically lead to changed corporate activities (Bansal, 2003; Barr et al., 1992).”
Corporate Social Responsibility in Challenging and Non-enabling Institutional Contexts: Do Institutional Voids matter? (2014, neutral): “At the organisational level, CSR has been found to be driven by a myriad of factors including organisational innovation (Asongu 2007; Hull and Rothenberg 2008; Porter and Kramer 2002), culture (Bansal 2003; Maon et al. 2010; Aguinis and Glavas 2012), size and ownership (Gallo and Christensen 2011), ”
On Corporate Social Responsibility, Sensemaking, and the Search for Meaningfulness Through Work (2019, background): “Not surprisingly, then, prior CSR research has found that leadership often influences employee implementation of CSR through its own vision and values (Agle, Mitchell, & Sonnenfeld, 1999; Bansal, 2003) as well as practices such as guidelines (Weaver, Treviño, & Cochran, 1999a) and training (Stevens,”
Corporate Greening Through ISO 14001: A Rational Myth? (2007, background): “This more longitudinal approach is particularly useful in studying the values and individual concerns that determine the emergence of organizational responses to environmental issues (Bansal 2003).”
Tensions in Corporate Sustainability: Towards an Integrative Framework (2014, positive): “Individual-level factors, such as personal values and preferences, determine how decision-makers make sense of corporate sustainability (Bansal 2003; Basu and Palazzo 2008; Cordano and Frieze 2000; Hemingway and Maclagan 2004).”
It's not easy being green: : the role of self-evaluations in explaining support of environmental issues (2014, background): “Along these lines, Bansal’s (2003) study of unfolding environmental issues revealed that individuals’ concerns about the environment helped to explain patterns in organizational responses to issue support, thereby suggesting a view of the self that matters for”