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Corporate engagement in processes for planetary sustainability: understanding corporate capacity in the non‐renewable resource extractive sector, Australia
Author(s) -
Harris Neil
Publication year - 2007
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.497
Subject(s) - sustainability , competitor analysis , business , corporate sustainability , resource (disambiguation) , interdependence , sustainability organizations , environmental resource management , marketing , economics , ecology , sociology , computer science , computer network , social science , biology
In recent years corporations have come under increasing pressure from governments, consumers, investors, competitors, business partners and communities to balance their pursuit of economic gain with environmental and social concerns. Non‐renewable resource extractive corporations in particular, due to their profile, visibility and activities, have come under mounting pressure to embed the concept of ecological sustainability into strategic decision‐making processes and operations. In this regard, there is a growing base of evidence that describes efforts, successes and failures in the sector to meet mounting societal expectations. However, to date there has been limited explanatory research into corporate capacity to engage in processes for ecological sustainability. This paper presents an emergent explanation of the internal factors mediating corporate engagement in ecological sustainability in non‐renewable resource extractive corporations in Australia. It identifies the five factors of leadership, resources, structures, culture and understanding and conceptualizes these internal factors as capacity for engagement . While all of the factors are seen as interdependent and essential, leadership is identified as the most critical. Copyright © 2005 John Wiley & Sons, Ltd and ERP Environment.