Eco-control: The influence of management control systems on environmental and economic performance
By Jean-François Henri, Marc Journeault. 2010
644 citations recorded by the source corpus.
Subfields: Marketing, Strategy and Management
View Paper: https://www.semanticscholar.org/paper/dc705c9c03499f4c4bed13d26f81f6198045175d
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Citations in the corpus
- Corporate reporting and accounting for externalities (2018, background): “In common with many areas of management, metrics are seen as powerful instruments in setting targets and assessing performance (Arjaliès and Mundy 2013, Henri and Journeault 2010, Lisi 2015, Pajuelo Moreno 2013), with monetised metrics often regarded as the most effective.”
- Corporate social responsibility and financial performance relationship: a review of measurement approaches (2017, background): “…(Peng & Yang, 2014), deployment of a carbon-reduction strategy (Cadez & Czerny, 2016; Lee, 2012; Liu, 2012; Liu & Liu, 2016), eco-control usage (Henri & Journeault, 2010), the ratio of toxic waste recycled to total toxic waste generated (Al-Tuwaijri, Christensen, & Hughes, 2004), adoption of…”
- Sustainability Practices and Corporate Financial Performance: A Study Based on the Top Global Corporations (2011, positive): “For example, Henri and Journeault (2010) have used an integrative matrix which ranks environmental performance on two scales: (1) process versus results and (2) internal versus external dimension.”
- Disclosure effects, carbon emissions and corporate value (2014, background): “Hughes II, K.E. (2000), “The value relevance of nonfinancial measures of air pollution in the electric utility industry”, The Accounting Review, Vol.”
- Corporate Environmental and Economic Performance of Japanese Manufacturing Firms: Empirical Study for Sustainable Development (2013, background): “…no positive relationship exists between economic and environmental performance (Walley and Whitehead, 1994; Böhringer et al., 2012) or that benefits may occur only under specific conditions (Palmer et al., 1995; Rugman and Verbeke, 1998; Henri and Journeault, 2010; Schaltegger and Wagner, 2011).”
- Do Corporate Social Performance Targets in Executive Compensation Contribute to Corporate Social Performance? (2016, background): “The results of such developments have led to the creation of new accounting, control, and reporting systems to respond to CSR-related information both internally and externally (Bebbington and Larrinaga 2014; Gray 2010; Henri and Journeault 2010) and to the creation of various sustainability indices”