Sustainability and Consumer Behaviour: Towards a Cohered Emergent Theory
Existing research suggests that sustainable strategies of many corporate organizations are internally focused and aim to boost companies’ brand images, improve their competitive positions and increase wealth for their shareholders. Such sustainable initia
- PDF / 287,508 Bytes
- 18 Pages / 439.37 x 666.142 pts Page_size
- 8 Downloads / 336 Views
Contents 1 2 3 4 5
Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Corporate Sustainability, Performance and Consumers’ Reaction . . . . . . . . . . . . . . . . . . . . . . . . . . Consumer Attitudes Towards Consumption . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Challenges of Sustainable Development . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Cohered Corporate Sustainability Development . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5.1 CAS Module . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5.2 Planned Learning Module . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5.3 Emergent Learning Module . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5.4 Deferred Learning Module . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
2 4 6 7 10 11 12 13 13 14 15
Abstract
Existing research suggests that sustainable strategies of many corporate organizations are internally focused and aim to boost companies’ brand images, improve their competitive positions and increase wealth for their shareholders. Such sustainable initiatives lack a genuine commitment to long-term green production, ecological integrity, human welfare and green buying behaviour. Yet, not many consumers have developed the mindset to buy green products even when companies strive hard to preserve sustainable standards through externally focused initiatives to promote fair trade, ecological protection and social justice. While consumers’ demand for products can be analysed and predicted through economic models, their green consumption behaviour is not F. Nyame-Asiamah (*) Leicester Castle Business School, De Montfort University, Leicester, UK e-mail: [email protected] P. Kawalek School of Business and Economics, Loughborough University, Loughborough, UK e-mail: [email protected] © The Author(s), under exclusive licence to Springer Nature Switzerland AG 2020 D. Crowther, S. Seifi (eds.), The Palgrave Handbook of Corporate Social Responsibility, https://doi.org/10.1007/978-3-030-22438-7_23-2
1
2
F. Nyame-Asiamah and P. Kawalek
always predictable and goes far beyond simple ration
Data Loading...
