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Publication date: 1 August 1997

Lorraine Uhlaner Hendrickson and Dale B. Tuttle

Defines environmental entrepreneurship as entrepreneurial activity that benefits the environment. Building on this definition, presents two related conceptual schema that may be…

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Abstract

Defines environmental entrepreneurship as entrepreneurial activity that benefits the environment. Building on this definition, presents two related conceptual schema that may be used to study environmental enterprises. Presents an environmental classification scheme that can be used to categorize the mission or market strategy for different environmental enterprises. Applies the Dynamic System Planning Model, an open systems model of organization effectiveness, to explore the ways in which an environmental market strategy focus may impact other management issues. Presents qualitative data gathered from interviews and case materials from four small environmental enterprises. The environmental focus influenced the management approach to resource acquisition in three of the four companies. Environmental entrepreneurs also shared the common characteristic of taking a proactive stance relative to government sanctions and incentives boosting their respective industries. Points out a few practical implications and suggestions for future research based on the findings. One of these implications relates to the basic premiss of environmental entrepreneurship: Is it healthy for a business to focus the entire business on the environmental sector? Suggests not, recommending instead that a company may reduce its risk and thus potentially prolong its existence by diversifying into both environmental and non‐environmental industry segments, as long as both are linked to the company’s core competences. Urges further study of corporate strategic issues of this type. Recommends directions for future research.

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Journal of Organizational Change Management, vol. 10 no. 4
Type: Research Article
ISSN: 0953-4814

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Article
Publication date: 1 June 2004

Lorraine M. Uhlaner, H.J.M. (Annemieke) van Goor‐Balk and Enno Masurel

This paper explores corporate social responsibility in family businesses. In particular, the research investigates family businesses in relation to a wide variety of constituent…

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Abstract

This paper explores corporate social responsibility in family businesses. In particular, the research investigates family businesses in relation to a wide variety of constituent or stakeholder groups. It reports the preliminary results of focused interviews with 42 small and medium‐sized Dutch family businesses. The data obtained from content analysis suggest that a mix of corporate social responsibility perspectives, help to explain the nature of relationships with, and behaviors toward, various constituency groups. The family character of the business most frequently impacts employee, client, and supplier relationships. Statistically significant interaction effects are reported for the following moderator variables: generation of the owner; company tenure in the community; community size; company size; and inclusion of the family surname in the business name. Interaction effects were also tested for industry type and gender. The paper also outlines some practical implications of the findings and suggests directions for future research.

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Journal of Small Business and Enterprise Development, vol. 11 no. 2
Type: Research Article
ISSN: 1462-6004

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