ABSTRACT
Traditionally, industry has been accused of sacrificing sustainable development in the pursuit of short-term profit. Yet today, under the banner of Corporate Environmental Responsibility (CER), a growing number of business organizations are claiming to be part of the solution rather than part of the problem. So, what is this emerging phenomenon of CER and what does it aspire to achieve? How pervasive is it and what are its implications for both business and the environment? This collection of essential articles and papers maps the development of the CER concept, traces the principal debates concerning its contribution to environmental protection, assesses the evidence as to what extent corporations are seeking to "do well be doing good" and explains why some companies have gone down this path when others, similarly situated, have been unwilling to do so. In essence, it asks: what has CER accomplished, what can it accomplish, and what is beyond its reach?
TABLE OF CONTENTS
chapter 11|28 pages
David J. Vogel (2005), 'Is There a Market for Virtue? The Business Case for Corporate Social Responsibility', California Management Review, 47, pp. 19-45
chapter 12|12 pages
Thomas Dyllick and Kai Hockerts (2002), 'Beyond the Business Case for Corporate Sustainability', Business Strategy and the Environment, 11, pp. 130--41
part |2 pages
PART III ETHICS, ALTRUISM AND THE BUSINESS CASE FORCER
chapter 14|26 pages
Paul R. Portney (2005), 'Corporate Social Responsibility: An Economic and Public Policy Perspective', in Bruce Hay, Robert Stavins and Richard Vietor (eds), Law, Economics and Business, Washington, DC: RFF, pp. 107-31
chapter 15|8 pages
Archie B. Carroll (1998), 'The Four Faces of Corporate Citizenship', Business and Society Review, 100/101, pp. 1-7
chapter 16|6 pages
Edmund M. Burke (1997), 'When It Hits the Fan', Across the Board, 34, pp. 34-8
chapter 17|16 pages
Frances E. Bowen (2000), 'Environmental Visibility: A Trigger of Green Organizational Response?', Business Strategy and Environment, 9, pp. 92-107
part |2 pages
Part IV How Real is CER? What the Evidence Tells Us
chapter 18|14 pages
Aseem Prakash (2001), 'Why Do Firms Adopt "Beyond Compliance" Environmental Policies?', Business Strategy and the Environment, 10, pp. 286-99
chapter 19|12 pages
Andrew A. King and Michael J. Lenox (2001), 'Does It Really Pay to Be Green? An Empirical Study of Firm Environmental and Financial Performance', Journal of Industrial Ecology, 5, pp. 105-16
chapter 20|14 pages
Nigel Roome (1992), 'Developing Environmental Management Strategies', Business Strategy and the Environment, 1, pp. 11-24
chapter 21|12 pages
A. Ghobadian, H. Viney, J. Liu and P. James (1998), 'Extending Linear Approaches to Mapping Corporate Environmental Behaviour', Business Strategy and the Environment, 7, pp. 13-23
chapter 22|8 pages
Robert D. Shelton ( 1994 ), 'Hitting the Green Wall: Why Corporate Programs Get Stalled', Corporate Environmental Strategy, 2, pp. 5-11
chapter 26|16 pages
Anja Schaefer and Brian Harvey (I 998), 'Stage Models of Corporate "Greening": A Critical Evaluation', Business Strategy and the Environment, 7, pp. I 09-23
part |2 pages
Part VI Towards an Interactive Model of CER