Book contents
- Patient Capital
- Organizations and the Natural Environment
- Patient Capital
- Copyright page
- Contents
- Figures
- Tables
- Preface
- 1 Definitions
- 2 Primary Data: Cases from the Winery Industry in Canada, France, and Chile
- 3 Exogenous Drivers of Corporate Environmental Sustainability Strategy
- 4 Organizational Drivers of Corporate Environmental Sustainability Strategy
- 5 Managerial Drivers of Environmental Sustainability Strategy
- 6 Bringing the Family into the Corporate Environmental Sustainability Strategy: Implications for Research, Education, and Policy
- Index
- References
4 - Organizational Drivers of Corporate Environmental Sustainability Strategy
Published online by Cambridge University Press: 12 July 2019
- Patient Capital
- Organizations and the Natural Environment
- Patient Capital
- Copyright page
- Contents
- Figures
- Tables
- Preface
- 1 Definitions
- 2 Primary Data: Cases from the Winery Industry in Canada, France, and Chile
- 3 Exogenous Drivers of Corporate Environmental Sustainability Strategy
- 4 Organizational Drivers of Corporate Environmental Sustainability Strategy
- 5 Managerial Drivers of Environmental Sustainability Strategy
- 6 Bringing the Family into the Corporate Environmental Sustainability Strategy: Implications for Research, Education, and Policy
- Index
- References
Summary
This chapter is divided into three sections. 1) Corporate governance (ownership and management) influences; the influence of institutional investors, activist shareholders, and board of directors; the influence of top management teams in non-family firms or the dominant coalition of family firms determines the temporal orientation of key decision makers and the extent to which these decision makers identify with the firm. 2) The firm's strategic responses to market forces and regulatory influences. The relationship between firms’ generic and sustainability strategies and the impact of these strategies on a firms’ financial performance. 3) The importance of organizational capabilities that enable firms to achieve a balance between their economic and environmental performance. Family firms in which the controlling owners strongly identify with their family business and share a vision of corporate sustainability and long-term stewardship, are more likely to develop organizational capabilities needed to undertake a PES. In turn, such family firms will more likely enjoy positive performance on financial as well as socioemotional dimensions important to their dominant coalition.
Keywords
- Type
- Chapter
- Information
- Patient CapitalThe Role of Family Firms in Sustainable Business, pp. 98 - 149Publisher: Cambridge University PressPrint publication year: 2019