Greening the Firm: Baxter and Lilly: evolution of environmental programs

By Aseem Prakash. 2000

264 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/8361c1f946b5d92597afc7d99680ec1b4620cae3

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Citations in the corpus

Securing organizational legitimacy (2002, methodology): “Prakash (2000), for example, charts the decision-making processes at Eli Lilly and Baxter during the 1980s and 90s when implementing several environmental programs including the replacement of storage tanks and reducing Toxic Release Inventory (TRI) chemicals.”
Trade-based Diffusion of Labor Rights: A Panel Study, 1986–2002 (2009, background): “Furthermore, even without direct consumer pressure, firms might be motivated to pay close attention to process standards and the management practices of their supply chains, given their public commitment to following socially responsible policies (Garcia-Johnson 2000; Prakash 2000).”
Voluntary Environmental Programs: A Comparative Perspective. (2012, background): “Practitioners and scholars suggest that instead of treating businesses only as the source of environmental ills (the implicit assumption in the command and control mode), policy efforts should look to mobilize their cooperation with positive incentives supplementing command and control’s “sticks” (P”
The Regulation Dilemma: Cooperation and Conflict in Environmental Governance (2004, background): “Environmental managers often find it difficult to justify their firms' adoption of voluntary programs on a strict cost-benefit analysis framework (Prakash, 2000).”
Governance without a state: Can it work? (2010, background): “…in a globalized economy result in firms providing governance, adopting, and even lobbying for environmental and social regulation going beyond legal requirements rather than “racing to the bottom” in areas of limited statehood (Prakash 2000; Haufler 2001; Vogel & Kagan 2004; Greenhill et al. 2009).”
EMS-based Environmental Regimes as Club Goods: Examining Variations in Firm-level Adoption of ISO 14001 and EMAS in U.K., U.S. and Germany (2002, background): “Perhaps for this reason, industry-level, ‘beyond compliance’ codes such as the chemical industry’s Responsible Care program have been relatively successful in the U.S. (Prakash, 2000c).”
Big brand sustainability: Governance prospects and environmental limits (2012, background): “Brand multinationals have been developing corporate environmental policies, codes and programs for several decades now (Prakash, 2000; Prakash and Potoski, 2006; Welford, 1996).”
Bargains Old and New: Multinational Corporations in Global Governance (2003, background): “Garcia-Johnson (2000); Nash and Ehrenfeld (1997); Prakash (2000b).”
Transition, hedge, or resist? Understanding political and economic behavior toward decarbonization in the oil and gas industry (2020, background): “The CSR literature provides a nuanced analysis of whether firms’ self-regulation can be an effective change agent (Cashore et al., 2004; Garcia-Johnson, 2000; Green, 2014; Prakash, 2000; Prakash & Potoski, 2006; van der Ven, 2019).”
General Deterrence and Corporate Environmental Behavior (2004, unknown): “2003; Mehta & Hawkins 1998; Prakash 2000).”
Responsible Care: An Assessment (2000, background): “I have developed this point in greater detail in Prakash (2000).”
Racing to the Bottom? Trade, Environmental Governance, and ISO 14001 (2006, background): “These include the costs of maintaining paper trails, documenting processes, and increasing headcounts (Prakash 2000).”
Why do firms adopt ‘beyond‐compliance’ environmental policies? (2001, methodology): “For example, why did Eli Lilly adopt the Chemical Manufactures Association’s Responsible Care Program but not the ISO 14001 programme, although both encourage firms to adopt type 2 environmental management systems (see Prakash, 2000a,b)?”
Corporate Social Performance: Research Directions for the 21st Century (2000, background): “That is, with any given policy, different firms within the same industry are likely to respond differently (Prakash, 2000; Rehbein & Schuler, 1999; Schuler & Rehbein, 1997). An investigation into the internal dynamics within the firm is warranted. Though external factors create incentives and expect”