Results 121 to 130 of about 174,450 (279)
An Eco‐Social Lens on Voice for Undervoiced and Unvoiced Stakeholders
Business Strategy and the Environment, EarlyView.ABSTRACT This conceptual paper argues it is important from an ecological–social (eco‐social) whole system point of view for businesses and policymakers to take the interests of and impacts on unvoiced and undervoiced [un(der)voiced] stakeholders into consideration for both strategic and justice reasons.
Sandra Waddock
wiley +1 more source
Business Strategy and the Environment, EarlyView.ABSTRACT Biodiversity‐related financial risk is increasingly recognized not only as a market concern but as an ethical and systemic imperative for businesses and financial institutions. This systematic literature review synthesizes 103 peer‐reviewed studies to examine how biodiversity risk is conceptualized, measured, and integrated within financial ...
Thang Ngoc Dang +3 more
wiley +1 more source
Fear of Failure as a Gendered Barrier to Building Sustainable Entrepreneurial Ecosystems
Business Strategy and the Environment, EarlyView.ABSTRACT Drawing on four well‐established theoretical perspectives, this paper proposes an intersectional, emotionally grounded framework for understanding how gender and age jointly shape entrepreneurial perceptions across psychological, social, and cultural domains.
Giusy Sica +3 more
wiley +1 more source
Intergenerational Narratives: The Personal is Professional [PDF]
, 2018 What began as a teacher-student relationship between educators Amy Brook Snider and Jodi Kushins has developed into a friendship and working partnership. At first, they did not consider their continuing long-distance connection as intergenerational. They
Kushins, Jodi, Snider, Amy B
core +1 more source
Business Strategy and the Environment, EarlyView.ABSTRACT This paper examines whether and to what extent digital technologies (DTs) foster the adoption of environmental sustainability (ES), and how this relationship is moderated by family ownership. Using data from approximately 14,000 European firms surveyed in the Flash Eurobarometer 486, we estimate a recursive simultaneous equation model via a ...
Francesco Aiello +2 more
wiley +1 more source
Turning Mental Models Around: Boundary Objects as Enablers of Sustainable Business Model Innovation
Business Strategy and the Environment, EarlyView.ABSTRACT Organizations increasingly innovate their business models (BMs) toward sustainability to maintain competitiveness and comply with regulations. Sustainable business model innovation (SBMI) requires decision‐makers to identify ecological and social opportunities while balancing economic goals.
Laura Hartung‐Geyer +2 more
wiley +1 more source
Preach what you practice? donating behaviour of parents and their offspring [PDF]
, 2012 Using data drawn from the U.S. Panel Study of Income Dynamics, we explore the relationship between the donating behaviour of parents and that of their children aged less than 18.
Brown, S., Srivastava, P., Taylor, K.
core
Business Strategy and the Environment, EarlyView.ABSTRACT This study explores how sustainability is perceived and prioritized by consumers within full‐service restaurants and rural agritourism settings in Italy, examining the socio‐cultural and economic role of the HoReCa sector in promoting sustainable practices and analyzing gender and generational differences in consumer behavior.
Roberta Minazzi +3 more
wiley +1 more source
Age and Ethnic Variations in Attitudes Towards Older Persons, Family and Filial Obligations [PDF]
, 1993 Two major interpretations have been advanced to explain the frequent finding that ethnic elders have more extensive kin support networks than Anglo elders. Structural interpretations argue that the exigencies of poverty and ill health cause minorities to
Ortega, Suzanne T., Shafer, John
core +1 more source
Translating Circularity Into Strategy: A Governance Meta‐Capability Framework
Business Strategy and the Environment, EarlyView.ABSTRACT Firms struggle to transition to circular economy (CE) models, often citing external barriers. Yet some firms succeed, whereas others fail: Why? We argue that success depends on a specific governance capability—a meta‐capability that allows firms to (1) sense and strategically reframe CE imperatives, (2) seize opportunities by aligning diverse ...
Felix Carl Schultz +1 more
wiley +1 more source