Document Type
Journal Article
Publication Title
Business Strategy and the Environment
Volume
32
Issue
8
First Page
5602
Last Page
5614
Publisher
Wiley
School
School of Business and Law
RAS ID
58181
Abstract
While few studies have examined the role of institutional pressures on sustainable business practices, there is a dearth of empirical research regarding the influence of internal organisational characteristics on sustainability implementation in developing countries. This paper examines internal organisational features and how they influence multinational companies (MNCs) operating in a resource-rich developing country to embrace and embed sustainability into corporate policies and practices. The findings show that the history of past sustainable practices, the level of internationalisation and managerial cognition internally drive MNCs to implement sustainability in their host countries. We discuss that managerial cognition drives MNCs to embrace sustainability in non-enabling institutional environments based on private morality and perceived ethical obligation. Accordingly, we have proposed a holistic theoretical framework for sustainability implementation based on external drivers, institutional voids and complexity and the moderating role of internal organisational features.
DOI
10.1002/bse.3438
Creative Commons License
This work is licensed under a Creative Commons Attribution 4.0 License.
Included in
Business Administration, Management, and Operations Commons, Business Law, Public Responsibility, and Ethics Commons
Comments
Amoah, P., & Eweje, G. (2023). Organisational drivers and sustainability implementation in the mining industry: A holistic theoretical framework. Business Strategy and the Environment, 32(8), 5602-5614. https://doi.org/10.1002/bse.3438