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Buffering and bridging as environmental strategies of firms

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  • F. A. J. van den Bosch
  • C. B. M. van Riel

Abstract

Companies are often confronted with important strategic issues, such as environmental concerns. Generally, they react in one of two basic ways: buffering the enterprise or bridging the issue. Insight into the factors determining the choice between those two generic strategies is important for managers. Three recent and mutually related analytical frameworks from corporate communication and management theory are discussed and exemplified by the Shell Brent Spar case. This case shows the development of two generic environmental strategies over time: initial buffering of the firm from external stakeholders, and later a shift towards a bridging strategy. On the basis of our theoretical and empirical analysis, it appears that top management's attitude regarding cooperation with external stakeholders plays a key role in choosing bridging versus buffering strategies. © 1998 John Wiley & Sons, Ltd and ERP Environment.

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  • F. A. J. van den Bosch & C. B. M. van Riel, 1998. "Buffering and bridging as environmental strategies of firms," Business Strategy and the Environment, Wiley Blackwell, vol. 7(1), pages 24-31, February.
    • Handle: RePEc:bla:bstrat:v:7:y:1998:i:1:p:24-31
    DOI: 10.1002/(SICI)1099-0836(199802)7:13.0.CO;2-I
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    References listed on IDEAS

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    1. Johan Schot, 1992. "Credibility and markets as greening forces for the chemical industry," Business Strategy and the Environment, Wiley Blackwell, vol. 1(1), pages 35-44, March.
    2. Dirk Matten, 1995. "Strategy follows structure: Environmental risk management in commercial enterprises," Business Strategy and the Environment, Wiley Blackwell, vol. 4(3), pages 107-116, July.
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    Cited by:

    1. Susse Georg & Lanni Füssel, 2000. "Making sense of greening and organizational change," Business Strategy and the Environment, Wiley Blackwell, vol. 9(3), pages 175-185, May.
    2. Weiping Liu & Yanling Lian & Cuili Qian, 2022. "Buffering and bridging: How firms manage the burden of celebrity," Asia Pacific Journal of Management, Springer, vol. 39(2), pages 483-513, June.
    3. Oksana Seroka‐Stolka & Kamil Fijorek, 2020. "Enhancing corporate sustainable development: Proactive environmental strategy, stakeholder pressure and the moderating effect of firm size," Business Strategy and the Environment, Wiley Blackwell, vol. 29(6), pages 2338-2354, September.
    4. Rajesh Katiyar & M. K. Barua & Purushottam L. Meena, 2018. "Analysing the Interactions Among the Barriers of Supply Chain Performance Measurement: An ISM with Fuzzy MICMAC Approach," Global Business Review, International Management Institute, vol. 19(1), pages 48-68, February.
    5. Salla Laasonen & Martin Fougère & Arno Kourula, 2012. "Dominant Articulations in Academic Business and Society Discourse on NGO–Business Relations: A Critical Assessment," Journal of Business Ethics, Springer, vol. 109(4), pages 521-545, September.
    6. Irene M. Herremans & Jamal A. Nazari & Fereshteh Mahmoudian, 2016. "Stakeholder Relationships, Engagement, and Sustainability Reporting," Journal of Business Ethics, Springer, vol. 138(3), pages 417-435, October.
    7. Brita Olerup, 1999. "Managing external demands: Renewable sources versus efficient use," Business Strategy and the Environment, Wiley Blackwell, vol. 8(1), pages 62-74, January.

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