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By Aseem Prakash

Over the last twenty years environmental concerns became vital in public and enterprise coverage. This e-book asks why companies occasionally voluntarily undertake environmental regulations that transcend felony standards. Prakash argues that current motives, specifically from neoclassical economics, be aware of exterior elements on the rate of inner dynamics. His argument is supported via research of 2 organisations, Baxter overseas Inc. and Eli Lilly and corporate, together with interviews with managers, and entry to conferences and files. The publication might be of curiosity to scholars of commercial and environmental stories, in addition to political financial system and public coverage.

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Additional resources for Greening the Firm: The Politics of Corporate Environmentalism

Sample text

The problem can be solved, but only through a set of strategies that are essentially political . . [and a] leadership style projecting trustworthiness and/or constitutional constraints on the political authority of the hierarchical superiors. (: ; italics mine) Barnard () suggests that managerial functions extend beyond organizing factors of production, devising appropriate incentive structures to minimize shirking, and writing contracts to guard against opportunism of the subordinates.

Second, the methodologies and operationalization of these techniques are not standardized. Hence, they lack legitimacy, especially with the finance and accounting managers. Third, these techniques may not be compatible with the dominant paradigm about the nature of the firm – the main objective of firms is maximizing shareholders’ wealth, an objective that capital budgeting focuses on. This study is arguing that this dominant paradigm is inadequate to explain selective adoption of Type  policies.

For example, in rushing through the merger, they did not correctly appraise AHSC’s environmental liabilities. AHSC did not have a strong environmental program; in contrast to eleven managers in Baxter’s corporate environmental department, AHSC had only one. However, Baxter’s senior management felt that the strategic importance of merging with AHSC far outweighed AHSC’s environmental liabilities. Soon after the merger, as a part of corporate restructuring, the environmental budget of the merged firm actually decreased in absolute terms.

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