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This paper analyzes stakeholders influences on environmental proactivity of Brazilian companies. Research related to 112 Brazilian companies was undertaking to test the hypothesis that stakeholders pressure has a positive influences on company environmental management activities. Factorial analysis grouped the stakeholders into two categories called “market” and “non-market”. The market category involves those stakeholders which participate directly into the supply chain and includes suppliers, clients, international and domestic competitors, employees, subcontractors and unions. “Non-market” stakeholders, in turn, are those which do not participate directly in the supply chain such as shareholders, government, media and NGOs. Econometric models demonstrated that stakeholders exert significant and positive pressure on environmental proactivity actions, related planning, operations and communication practices. This pressure is more effective when coming from the so-called “non-market” stakeholders, which indirectly influence the organizations. The paper shows that sustainability ideas and practices are increasingly present on stakeholder agendas, which are starting to acknowledge their interdependences and their power to influence companies to adopt proactive environmental practices.O artigo analisa a influência dos stakeholders na proatividade ambiental de empresas brasileiras. A pesquisa foi realizada com 112 empresas brasileiras com o objetivo de testar a hipótese de que a pressão por parte dos stakeholders influencia positivamente as atividades de gestão ambiental das empresas brasileiras. A análise fatorial agrupou os stakeholders nas categorias “mercado” e “não mercado”. Os primeiros participam diretamente da cadeia de suprimento e incluem fornecedores, clientes e concorrentes internacionais e domésticos, empregados, subcontratados e sindicatos. Os stakeholders “não mercado”, por sua vez, não participam diretamente da cadeia de suprimentos e são caracterizados pelos acionistas, governo, mídia e ONGs. Os resultados dos modelos econométricos demonstraram que os stakeholders possuem um efeito significativo e positivo sobre as ações de proatividade ambiental, envolvendo práticas de planejamento, operações e comunicação. Essa pressão é mais efetiva quando proveniente de partes interessadas com influência indireta nas organizações, os denominados stakeholders “não mercado”, demonstrando que as ideias e práticas de sustentabilidade estão cada vez mais presentes nas agendas dos atores sociais, que começam a reconhecer suas interconexões e seu poder de influenciar as empresas na adoção de práticas ambientais proativas.

People who have a stake in their environment are more likely to volunteer to assist conservation but they must be empowered to do so. This study explored the possibility of harnessing volunteers in the control of an invasive predator, the American mink Neovison vison, which decimates seabird colonies in coastal west Scotland. A questionnaire was sent to ecotourism boat operators, a group assumed to have an economic interest in wildlife biodiversity and a stake in their environment, to gauge their opinion on lethal control of American mink. The majority (64%) of respondents were concerned about the presence of mink in their area, agreed with control in principle and were willing to become involved in a volunteer capacity. Respondents who would not volunteer but agreed with control (21%) might reconsider if mink had a visible impact on their local wildlife. The minimum level of support people expected was information on where to get, and how to deploy, monitoring and trapping equipment. This study confirms that people with an intrinsic interest in wildlife consider themselves willing to protect their local biodiversity, with only limited resource input, such as an information pack, from external sources.

The demand for improved environmental practices inside firms has increased around the world. However, in the process of implementation of environmental management, policy may be decoupled from practice, generating doubts about its effectiveness. This study investigates an overlooked middle step in the environmental management process, analyzing the strength of the main environmental drivers in improving environmental practices inside firms. We developed a set of hypotheses about the influence regulation, voluntary norms and stakeholder pressure have upon environmental management practices, considering the institutional context and different enforcement of these drivers. We use a cross-sectional survey of 150 Brazilian firms to gather information about environmental management and test our hypotheses in a Structural Equation Model. The findings confirm the importance of command and control instruments as well as stakeholder pressure in promoting better environmental practices inside firms. Yet, the results demonstrate that voluntary norms did not influence management practices even though they were perceived as a market opportunity.

This paper investigates the driving forces behind the environment-oriented management in Slovenia, a country in transition. The study focuses on attitudes of managers towards different aspects of the concern for the environment, the most important sources of pressure on companies for better environmental performance, the potential conflict between environmental and other business goals, and perception of barriers to the environmentally responsible behaviour of a company. The study uncovers a strong belief that the government is responsible to prevent damage caused to the environment by industry.

Pressing environmental challenges are frequently surrounded with stakeholders on all sides of the issues. Opinions expressed by government agencies, the private sector, special interests, nonprofit communities, and the media, among others can quickly cloud the dialogue, leaving one to wonder how policy decisions actually come about. InEnvironmental Policy Analysis and Practice, Michael R. Greenberg cuts through the complicated layers of bureaucracy, science, and the public interest to show how all policy considerations can be broken down according to six specific factors: 1) the reaction of elected government officials, 2) the reactions of the public and special interests, 3) knowledge developed by scientists and engineers, 4) economics, 5) ethical imperatives, and 6) time pressure to make a decision. The book is organized into two parts, with the first part defining and illustrating each one of these criteria. Greenberg draws on examples such as nuclear power, pesticides, brownfield redevelopment, gasoline additives, and environmental cancer, but focuses onhowthese subjects can be analyzed rather than exclusively on the issues themselves. Part two goes on to describe a set of over twenty tools that are used widely in policy analysis, including risk assessment, environmental impact analysis, public opinion surveys, cost-benefit analysis, and others. These tools are described and then illustrated with examples from part one. Weaving together an impressive combination of practical advice and engaging first person accounts from government officials, administrators, and leaders in the fields of public health and medicine, this clearly written volume is poised to become a leading text in environmental policy.

The IBM closure in 2002 and the increased public disclosure of IBM’s toxic legacy, especially TCE and the threat of vapor intrusion, led to the emergence of several local advocacy groups. This grassroots advocacy developed in the same way that other environmental health and anti-toxics movements (ATMs) have emerged: knowledge of toxic contamination enters into community health etiologies and becomes the grounds for community concern and action. First, plume residents Bernadette Patrick and Sharon Oxx formed a group called the Citizens Acting to Restore Endicott’s Environment (CARE) to petition legislators to help plume residents. The IBM contamination led Patrick and

This essay examines links, similarities, and dissimilarities between stakeholder theory and sustainability management. Based on the analysis a conceptual framework is developed to increase the applicability and the application of stakeholder theory in sustainability management. Concluding from the analysis, we identify three challenges of managing stakeholder relationships for sustainability: strengthening the particular sustainability interests of stakeholders, creating mutual sustainability interests based on these particular interest, and empowering stakeholders to act as intermediaries for nature and sustainable development. To address these challenges three interrelated mechanisms are suggested: education, regulation, and sustainability-based value creation for stakeholders.

Purpose - The purpose of this paper is to explore firm-stakeholder environmental accountability relationship in the Nigerian oil and gas industry. Design/methodology/approach - The paper develops, from the interdisciplinary literature, a normative framework that links the dominant environmentalism paradigm to the business-firm-causality environmental philosophy. The link is underpinned by the theory of stakeholder identification and salience to enable the identification and evaluation of the importance placed on each environmental stakeholder group by oil and gas companies in the Nigerian oil and gas sector. Findings - This paper submits that three factors, originating from how these companies identify and classify green stakeholders, lead to little and unimpressive efforts to effectively discharge environmental accountability. These factors include weak, legal powers of regulatory environmental stakeholders; non-recognition of the host communities as powerful environmental stakeholders; and non-recognition of the Nigerian public as legitimate environmental stakeholders. Social implications - Underestimating the importance of some key, environmental stakeholders and the weak powers of regulatory environmental stakeholders leads to limited commitments to environmental accountability by oil and gas companies operating in Nigeria. Inevitably, this results in persistent conflict, violence, destruction of the oil companies' properties and other various forms of unrest common in the Niger Delta. Originality/value - The paper develops a unique normative framework from the relevant literature in environmental ethics, environmental management and environmental accounting that are used to evaluate firms-stakeholder environmental accountability relationship.

“Going green” has become an important environmental issue in contemporary business practice worldwide. This study examined the influence of a number of factors on green innovation and the consequences in terms of performance. The stakeholder theory was adopted to observe the effects of each stakeholder on the green innovation practices of companies and to determine how green innovation practices influence environmental and business performance. A research model with eight hypotheses was proposed to determine the associations between the variables of interest. An empirical survey was conducted of 202 Taiwanese service and manufacturing companies. The survey found that pressure from competitors and the government, along with employee conduct, all had significant and positive effects on green innovation practices. Additionally, a moderating effect of innovation orientation existed only in the relationship between green product innovation practices and employee conduct. This study not only provides a systematic way to analyze the effects of green innovation practices but also suggests the best means for companies to adopt green innovation practices.

While most extant scholarship has focused on how stakeholders influence firms, we propose that firms play a critical role in “shaking” stakeholders. Shaking stakeholders means to proactively initiate cooperation with those affected by a firm to alter awareness, behavior, and networks so as to catalyze change in society and the marketplace to reward cocreated innovations in core operations of the firm that improve social and environmental impacts. Two previously underappreciated aspects of stakeholder relations are highlighted. First, the firm can be the entity that leads engagement that shakes stakeholders out of complacency. Second, firms can catalyze collaborative relationships to cocreate sustainable value that is shared with stakeholders. We offer several cases to illustrate this strategy. While stakeholder shaking may be useful in any business environment, global ecological crises, societal problems, and governance failures heighten the need for firms to take action to bring about profound and systemic changes.