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Why do firms adopt ‘beyond‐compliance’ environmental policies?
Author(s) -
Prakash Aseem
Publication year - 2001
Publication title -
business strategy and the environment
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 2.123
H-Index - 105
eISSN - 1099-0836
pISSN - 0964-4733
DOI - 10.1002/bse.305
Subject(s) - compliance (psychology) , perspective (graphical) , business , outcome (game theory) , stakeholder , process (computing) , institutional theory , power (physics) , industrial organization , stakeholder theory , public relations , economics , microeconomics , management , political science , psychology , quantum mechanics , artificial intelligence , computer science , social psychology , physics , operating system
This paper examines why firms selectively adopt ‘beyond‐compliance’ environmental policies. It argues that existing explanations based on factors external to firms are under‐specified and a focus on internal dynamics is also required. It draws insights from institutional theory, corporate social performance perspective, and stakeholder theory and relates them to internal processes. Beyond‐compliance policies are adopted, if at all, due to two types of intra‐firm process: power based and leadership based. These processes arise under different conditions and lead to different types of outcome. Copyright © 2001 John Wiley & Sons, Ltd and ERP Environment