Corporate Greening as Amoralization

By A. Crane. 2000

251 citations recorded by the source corpus.

Subfields: Marketing, Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/dbe00545b2a43b917c489959ae2ac9ba2418d10f

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Marketing

1. Olivier Boiral
2. Dennis M. Patten
3. Ante Glavas
4. J. Mish
5. W. Visser
6. M. Milne
7. C. Hemingway
8. Pratima Bansal

In Organizational Behavior and Human Resource Management

1. Dennis M. Patten
2. J. Mish
3. W. Visser
4. M. Milne
5. C. Hemingway
6. Olivier Boiral
7. Pratima Bansal
8. Ante Glavas

In Strategy and Management

1. Olivier Boiral
2. Dennis M. Patten
3. Ante Glavas
4. J. Mish
5. W. Visser
6. M. Milne
7. C. Hemingway
8. Pratima Bansal

Citations in the corpus

• From Issues to Actions: The Importance of Individual Concerns and Organizational Values in Responding to Natural Environmental Issues (2003, background): “In particular, natural environment issues have instrumental and value-based or normative aspects (Crane 2000).”
• Resources and Capabilities of Triple Bottom Line Firms: Going Over Old or Breaking New Ground? (2015, methodology): “Matten and Crane (2005) integrated this political science debate with management theory to expand the concept of corporate citizenship and explain the emerging role of corporations.”
• Corporate Social Responsibility in Challenging and Non-enabling Institutional Contexts: Do Institutional Voids matter? (2014, unknown): “This exhibition of managerial or employee heroism is well documented in the corporate greening (e.g. Fineman and Clarke 1996; Crane 2001) and ethical leadership literatures (e.g. Dukerich et al. 1990; Stahl and Sully de Luque 2014) (see Amaeshi 2009).”
• Personal Values as A Catalyst for Corporate Social Entrepreneurship (2005, background): “, 1982; Lovell, 2002a), or, who have found that ethical arguments and moral discourse are ‘‘reframed’’ into the more commonly accepted commercial language of business organizations (Catasus, et al., 1997; Crane, 2000; Crane, 2001; Desmond and Crane, 2004; Gabriel et al., 2000, chapter 5; Lovell, 200”
• Securing organizational legitimacy (2002, background): “Not only do Brown’s (1979) accounts of the internal memoranda at Hooker bear this out, but so to do other in-depth investigations of organizational behavior as it relates to health, safety and environmental matters (see, for example, Heilbroner et al., 1972; Jackall, 1988; Fineman, 1996, 1997, 1998;”
• Corporate Greening Through ISO 14001: A Rational Myth? (2007, background): “Moreover, certain critical approaches maintain that the environmental management of organizations is increasingly dominated by bureaucratic and “amoral” processes (Crane 2000) that avoid serious questions that companies must ask when reviewing their main ecological problems (Levy 1997).”
• Revisiting Carroll's CSR Pyramid: An African Perspective (2005, background): “What evidence there is to date suggests that different cultures and sub-cultures not only give different nuances to the meaning of each component, but may also assign different relative importance (Burton et al., 2000; Crane, 2000; Edmondson et al., 1999; Pinkston et al., 1994).”