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Corporate strategies and environmental regulations: an organizing framework
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1998
Year
Environmental PerformanceNatural EnvironmentEnvironmental LawLawGreen InnovationEnvironmental EconomicsGreen PolicyEnvironmental PolicyCorporate StrategyRegulatory FrameworksManagementEnvironmental ManagementInternational BusinessGlobal StrategyCorporate StrategiesInternational ManagementStrategyCorporate Social ResponsibilityCorporate GovernanceCorporate SustainabilityStrategic ManagementGreen CapabilitiesGreen CertificationsOrganization-environment RelationshipBusinessBusiness StrategyRegulatory EnvironmentRegulation
Strategic management increasingly considers the natural environment’s impact on corporate strategy. The authors aim to organize literature on environmental regulations and corporate strategy into a new managerial framework. They develop a resource‑based view linking firm competitiveness and environmental regulations, model green capabilities using firm‑specific and country‑specific advantages, and test hypotheses about how regulations influence competitiveness and strategy. © 1998 John Wiley & Sons, Ltd.
An emerging subfield of strategic management is that dealing with the natural environment as it affects corporate strategy. To analyze this we organize the literature on environmental regulations and corporate strategy into a new managerial framework. Next we develop a resource-based view of the interaction between firm-level competitiveness and environmental regulations, including the conditions for the use of green capabilities. Finally, we analyze the green capabilities of multinational enterprises within a standard international business model, using firm-specific advantages (FSAs) and country-specific advantages (CSAs). We then use this FSA/CSA configuration to explore hypotheses on environmental regulations, competitiveness, and corporate strategy. © 1998 John Wiley & Sons, Ltd.