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We conducted a qualitative study.of the motivations and contextual factors that induce corporate ecological responsiveness. Analytic induction applied to data collected from 53 firms in the United Kingdom and Japan revealed three motivations: competitiveness, legitimation, and ecological responsibility. These motivations were influenced by three contextual conditions: field cohesion, issue salience, and individual concern. In this article, we also identify the conditions that likely lead to high corporate ecological responsiveness.
This research investigated whether procedural and interactional justice affect workrelated outcomes through different social exchange relationships. The findings extend previous research by demonstrating that (1) interactional justice perceptions affect supervisor-related outcomes via the mediating variable of leader-member exchange and (2) procedural justice perceptions affect organization-related outcomes via the mediating variable of perceived organizational support.
During the last decade, researchers concerned with organizations and the natural environment have investigated why firms respond to ecological issues. They have examined why some firms embrace ecologically responsive initiatives, while others in seemingly similar circumstances do not even comply with existing legislation. Understanding the motives for corporate ecological responsiveness is critical for two reasons. First, this understanding could assist organizational theorists to predict ecologically based behaviors. For example, if corporations adopt ecologically responsive practices merely to meet legislative requirements, then firms will engage in only those activities that are mandated. Second, this understanding could expose the mechanisms that foster ecologically sustainable organizations, allowing researchers, managers, and policy makers to determine the relative efficacy of command and control mechanisms, market measures, and voluntary measures.
Several studies have identified motives for corporate "greening," such as regulatory compliance, competitive advantage, stakeholder pressures, ethical concerns, critical events, and top management initiative (Dillon & Fischer, 1992; Lampe, Ellis, & Drummond, 1991; Lawrence & Morell, 1995; Vredenburg & Westley, 1993; Winn, 1995). Although these studies illustrate widespread interest in understanding corporate greening, their ability to predict ecological responsiveness is limited. In particular, scholars have not detailed the conceptual distinctiveness of alternate ecologically based motivations or established whether the categories of motivations are inclusive of all motivations or are mutually exclusive of each other. Furthermore, extant research lacks clarity as to how motivations differ and what contexts lead to particular motivations. Similarly, although researchers acknowledge that alternate motivations are associated with different forms of ecological responsiveness,...