By A. Marcus, P. Shrivastava, S. Sharma, S. Pogutz, Alfred Marcus, Paul Shrivastava, Sanjay Sharma, Stefano Pogutz
Expertise breakthroughs in sustainable renewable power and effort conservation applied sciences require that there be a robust institutional environment in position which helps innovation, however the nature of this origin and the way it really works isn't famous. turning into a pacesetter necessitates new different types of cross-sector cooperation.
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Additional info for Cross-Sector Leadership for the Green Economy: Integrating Research and Practice on Sustainable Enterprise
The above strategies should not be regarded as monolithic responses. As Lounsbury observes (2007, p. ” We do not assume that organizations follow just one direction at a time when pursuing their response strategies (Goodstein, 1994; Oliver, 1991). Instead, they can simultaneously engage in a number of different response measures with the intention of adjusting, influencing, or avoiding institutional pressures, each to a different extent. We further recognize that a response strategy may vary in its scope: the number of response measures and strategic directions the organization engages in at a time will vary (Miller & Toulouse, 1998).
The questionnaire was sent to the companies’ CEOs or, in the case of multidivisional companies, to the heads of the business units operating in GHG emission intensive industries. Respondents could complete the survey online or return it by mail or fax during the response time period from May to July 2007. Out of the 199 companies completing the questionnaire, 81 provided incomplete responses. g. the level of institutional pressure that the companies are exposed to. We excluded the incomplete responses which resulted in a final sample of 118 companies.
B. (1972). Characteristics of organizational environments and perceived environmental uncertainty. Administrative Science Quarterly, 17, 313–327. , & Hoffmann, V. H. (2010). Corporate response strategies to regulatory uncertainty: Evidence from uncertainty about post-Kyoto regulation. Policy Sciences, 44, 53–80. , & Hoffmann, V. H. (2011). Strategizing in an unpredictable climate: Exploring corporate strategies to cope with regulatory uncertainty. Long Range Planning, 44, 42–63. Financial Times Deutschland.