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By Terence Tsai

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Extra info for Corporate Environmentalism in China and Taiwan (Studies on the Chinese Economy (Palgrave (Firm)).)

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The emphasis is on building a reasonable cause-and-effect relationship and finding management solutions for environmental problems. The third category represents an attempt to integrate environmentalism into the current theories of strategic management in the business sphere and has been adopted in this research. Most of the past research, technically orientated to a large extent, has failed to satisfactorily apply various strategic business management theories in explaining peculiar manifestations of environmentalism in businesses (Taylor and Welford 1993; Azzone and Manzini 1994).

At the institutional level, social legitimacy is the main driving force. At the organisational level, public responsibility is the primary driving force. At the individual level, it is managerial discretion that determines how firms act. Corbett and Van Wassenhove argued that whenever a firm takes an environmental action, it is motivated by some combination of these principles. Which principle will dominate, depends on the specific environmental issue, the firm’s strategy, its structure, its culture, the people working for it, and the amount of managerial discretion.

Their social background may give them other interests than profit – professional pride, managerial power, or national patriotism perhaps. The pursuit of these different objectives, even at the cost of profit maximisation, is therefore perfectly rational, even if the rationale may often be disguised. Whittington 1993:4 Granovetter and Whittington’s viewpoints echoed the earlier work of Child (1972, 1997) on the strategic choice model, which suggested that 26 Background and Research Framework specific strategic choices reflect how the dominant coalition perceives environmental constraints in relation to its definition of the organisation’s objective.

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