Stakeholder influences on sustainability practices in the Canadian forest products industry

By Sanjay Sharma, I. Henriques. 2005

1,321 citations recorded by the source corpus.

Subfields: Global and Planetary Change, Marketing, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/e50971761ebe0baae32fd9160c1e986a7cc10bbe

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Citations in the corpus

The Relationship Between Sustainable Supply Chain Management, Stakeholder Pressure and Corporate Sustainability Performance (2013, neutral): “This more recent perspective of SSCM suggests that organizations perceive other benefits from SSCM than the mere satisfaction of external stakeholder expectations (Sarkis et al. 2010; Sharma and Henriques 2005).”
Understanding why firms should invest in sustainable supply chains: a complexity approach (2012, background): “Matos and Hall ( 2007 ) suggest that social issues are emerging as the key challenge in sustainable supply chains, as they may involve many stakeholders (Sharma and Henriques 2005 ) with disparate goals, demands and opinions that may interpret the same situation differently, what Hall and Vredenbur”
Stakeholder Theory: Reviewing a Theory That Moves Us (2008, background): “…theory’s social responsibility element allowed it to blend into social issues in management (e.g., Wood, 1991a, 1991b), and, more recently, it has begun to enter the conversation about sustainable development (e.g., S. Sharma & Henriques, 2005; Steurer, Langer, Konrad, & Martinuzzi, 2005).”
Corporate Sustainable Development: Testing a New Scale Based on the Mainland Chinese Context (2011, background): “... Linnenluecke et al. 2007); some have concentrated on eco-equity, ecoefficiency, and eco-effectiveness, holding that organizations should be working toward efficiency and equity for the natural environment (e.g., Bansal and Roth 2000; Chen et al. 2008); while others have considered CSD strategy a”
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).”
The effect of DEFRA guidance on greenhouse gas (2014, background): “In fact, there is a growing number of studies that have documented evidence of various stakeholders pressurising a ﬁ rm to be environmentally friendly (Bansal, 2005; Darnall, Henriques, & Sadorsky, 2010; Sharma & Henriques, 2005).”
Multinational Oil Companies and the Adoption of Sustainable Development: A Resource-Based and Institutional Theory Interpretation of Adoption Heterogeneity (2011, background): “…for sustainable development The ‘green’ business literature (Bansal, 2005; Buysse and Verbeke, 2003; Henriques and Sadorsky, 1996; Moser, 2001; Sharma and Henriques, 2005) has focussed more on the diffusion within and across industries of overarching environmental capabilities than on…”
Corporate Social Responsibility and Shareholder Reaction: The Environmental Awareness of Investors (2013, background): “Similarly, research in stakeholder theory has argued that stakeholder pressure may lead companies to go green (e.g., Kassinis & Vafeas, 2006; Sharma & Henriques, 2005).”
Resources and Capabilities of Triple Bottom Line Firms: Going Over Old or Breaking New Ground? (2015, background): “, consumers, employees, investors, suppliers, community, government) are holding corporations accountable for social and environmental practices (Brammer and Millington 2008; Sharma and Henriques 2005).”
Capabilities, Proactive CSR and Financial Performance in SMEs: Empirical Evidence from an Australian Manufacturing Industry Sector (2011, background): “…mostly offers evidence for the importance of this capability for generating proactive CSR in large firms (e.g. Henriques and Sadorsky, 1999; Sharma and Henriques, 2005); however, there is some limited evidence that suggests such a capability is also likely to be important to SMEs…”
Sustainable Supply Chain Management in "Base of the Pyramid" Food Projects - A Path to Triple Bottom Line Approaches for Multinationals? (2013, background): “, 2011) as well as altered process design and operational procedures (Klassen and Whybark, 1999), or even completely new business models, for example, by redefining business and industrial ecosystems to create closed loops of inputs and outputs between several different entities (Sharma and Henrique”
Organizational Responses to Environmental Demands: Opening the Black Box (2008, background): “Mgmt. J., 29: 1027–1055 (2008) DOI: 10.1002/smj (Bansal and Roth, 2000; Darnall and Edwards, 2006; Henriques and Sadorsky, 1996; Sharma and Henriques, 2005).”