Can Business‐oriented Managers Be Effective Leaders for Corporate Sustainability?: A Study of Integrative and Instrumental Logics

Jay Joseph, Marc Orlitzky, Bruce Gurd, Helen Borland, Adam Lindgreen

Research output: Contribution to journalJournal articleResearchpeer-review

Abstract

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.
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.
LanguageEnglish
JournalBusiness Strategy and the Environment
Volume28
Issue number2
Pages339-352
Number of pages14
ISSN0964-4733
DOIs
StatePublished - Feb 2019

Bibliographical note

Published online: 25. September 2018

Keywords

  • Corporate sustainability
  • Environmental management
  • Instrumental view
  • Integrative view
  • Leadership
  • Sustainable development

Cite this

@article{d7464c0ad2bb4d19bd715728a8ea157a,
title = "Can Business‐oriented Managers Be Effective Leaders for Corporate Sustainability?: A Study of Integrative and Instrumental Logics",
abstract = "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.",
keywords = "Corporate sustainability, Environmental management, Instrumental view, Integrative view, Leadership, Sustainable development, Corporate sustainability, Environmental management, Instrumental view, Integrative view, Leadership, Sustainable development",
author = "Jay Joseph and Marc Orlitzky and Bruce Gurd and Helen Borland and Adam Lindgreen",
note = "Published online: 25. September 2018",
year = "2019",
month = "2",
doi = "10.1002/bse.2238",
language = "English",
volume = "28",
pages = "339--352",
journal = "Business Strategy and the Environment",
issn = "0964-4733",
publisher = "Wiley",
number = "2",

}

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 journalJournal articleResearchpeer-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 -