Abstract
| Language | English |
|---|---|
| Journal | Business Strategy and the Environment |
| Volume | 28 |
| Issue number | 2 |
| Pages | 339-352 |
| Number of pages | 14 |
| ISSN | 0964-4733 |
| DOIs | |
| State | Published - Feb 2019 |
Bibliographical note
Published online: 25. September 2018
Keywords
- Corporate sustainability
- Environmental management
- Instrumental view
- Integrative view
- Leadership
- Sustainable development
Cite this
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Can Business‐oriented Managers Be Effective Leaders for Corporate Sustainability? A Study of Integrative and Instrumental Logics. / Joseph, Jay; Orlitzky, Marc; Gurd, Bruce; Borland, Helen; Lindgreen, Adam.
In: Business Strategy and the Environment, Vol. 28, No. 2, 02.2019, p. 339-352.Research output: Contribution to journal › Journal article › Research › peer-review
TY - JOUR
T1 - Can Business‐oriented Managers Be Effective Leaders for Corporate Sustainability?
T2 - Business Strategy and the Environment
AU - Joseph,Jay
AU - Orlitzky,Marc
AU - Gurd,Bruce
AU - Borland,Helen
AU - Lindgreen,Adam
N1 - Published online: 25. September 2018
PY - 2019/2
Y1 - 2019/2
N2 - This qualitative study investigates whether the views of managers need to be congruent with the corporate sustainability (CS) logics—either integrative or instrumental—of their employing organization. We assessed the CS performance of 25 organizations within the Australian forestry and wood products industry and analyzed the CS orientations of 32 senior managers within these companies to explore whether their individual CS views were consistent with organizational CS logics. The findings indicate that, in general, better performing organizations are led by managers that hold the integrative view, whereas poorer performing organizations are more likely to have managers with an instrumental view of CS. Nonetheless, there were noteworthy exceptions to this conclusion. The findings indicate that, under certain industry conditions, managers who hold an instrumental view may be able to generate ecological and social organizational outcomes that are at least equal to those produced by integrative managers.
AB - This qualitative study investigates whether the views of managers need to be congruent with the corporate sustainability (CS) logics—either integrative or instrumental—of their employing organization. We assessed the CS performance of 25 organizations within the Australian forestry and wood products industry and analyzed the CS orientations of 32 senior managers within these companies to explore whether their individual CS views were consistent with organizational CS logics. The findings indicate that, in general, better performing organizations are led by managers that hold the integrative view, whereas poorer performing organizations are more likely to have managers with an instrumental view of CS. Nonetheless, there were noteworthy exceptions to this conclusion. The findings indicate that, under certain industry conditions, managers who hold an instrumental view may be able to generate ecological and social organizational outcomes that are at least equal to those produced by integrative managers.
KW - Corporate sustainability
KW - Environmental management
KW - Instrumental view
KW - Integrative view
KW - Leadership
KW - Sustainable development
KW - Corporate sustainability
KW - Environmental management
KW - Instrumental view
KW - Integrative view
KW - Leadership
KW - Sustainable development
UR - https://sfx-45cbs.hosted.exlibrisgroup.com/45cbs?url_ver=Z39.88-2004&url_ctx_fmt=info:ofi/fmt:kev:mtx:ctx&ctx_enc=info:ofi/enc:UTF-8&ctx_ver=Z39.88-2004&rfr_id=info:sid/sfxit.com:azlist&sfx.ignore_date_threshold=1&rft.object_id=954933184415&rft.object_portfolio_id=&svc.holdings=yes&svc.fulltext=yes
U2 - 10.1002/bse.2238
DO - 10.1002/bse.2238
M3 - Journal article
VL - 28
SP - 339
EP - 352
JO - Business Strategy and the Environment
JF - Business Strategy and the Environment
SN - 0964-4733
IS - 2
ER -