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The biotechnology industry and strategies of biodiversity conservation: The influence of managerial interpretations and risk propensity

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  • Sanjay Sharma
  • Oliver Nguan

Abstract

This article presents the results of a questionnaire‐based mail survey which was conducted to examine the influence of managerial cognitions on the strategies for biodiversity conservation undertaken by individual companies in the North American biotechnology industry. The study confirmed that managerial issue interpretations and risk propensities were significant influences on organisational actions for biodiversity preservation. More specifically, the biodiversity conservation strategies undertaken by individual companies were influenced by whether or not the managers of these companies interpreted biodiversity conservation as an opportunity or a threat as well as the propensity of these managers to undertake risk on behalf of their companies. This article concludes that opportunity interpretations of biodiversity conservation by managers of biotechnology companies will be translated into proactive environmental responsiveness strategies in uncertain environments only if these managers also exhibit a high risk propensity. Copyright © 1999 John Wiley & Sons, Ltd and ERP Environment.

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  • Sanjay Sharma & Oliver Nguan, 1999. "The biotechnology industry and strategies of biodiversity conservation: The influence of managerial interpretations and risk propensity," Business Strategy and the Environment, Wiley Blackwell, vol. 8(1), pages 46-61, January.
  • Handle: RePEc:bla:bstrat:v:8:y:1999:i:1:p:46-61
    DOI: 10.1002/(SICI)1099-0836(199901/02)8:13.0.CO;2-K
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    Cited by:

    1. Frances E. Bowen, 2000. "Environmental visibility: a trigger of green organizational response?," Business Strategy and the Environment, Wiley Blackwell, vol. 9(2), pages 92-107, March.
    2. Judd H. Michael & Ann E. Echols & Steve Bukowski, 2010. "Executive perceptions of adopting an environmental certification program," Business Strategy and the Environment, Wiley Blackwell, vol. 19(7), pages 466-478, November.
    3. Delphine Gibassier & Karen Maas & Stefan Schaltegger, 2019. "Special issue of business, strategy, and the environment call for papers business, society, biodiversity, and natural capital deadline June 30, 2020 (see details of conference/workshop at the end of t," Business Strategy and the Environment, Wiley Blackwell, vol. 28(5), pages 921-924, July.
    4. Banjo Roxas & Val Lindsay, 2012. "Social Desirability Bias in Survey Research on Sustainable Development in Small Firms: an Exploratory Analysis of Survey Mode Effect," Business Strategy and the Environment, Wiley Blackwell, vol. 21(4), pages 223-235, May.
    5. Jieqiong Yu & Carlos Wing‐Hung Lo & Pansy Hon Ying Li, 2017. "Organizational Visibility, Stakeholder Environmental Pressure and Corporate Environmental Responsiveness in China," Business Strategy and the Environment, Wiley Blackwell, vol. 26(3), pages 371-384, March.
    6. Stephen Brammer & Stephen Pavelin, 2008. "Factors influencing the quality of corporate environmental disclosure," Business Strategy and the Environment, Wiley Blackwell, vol. 17(2), pages 120-136, February.
    7. Sanjay Sharma & Audun Ruud, 2003. "On the path to sustainability: integrating social dimensions into the research and practice of environmental management," Business Strategy and the Environment, Wiley Blackwell, vol. 12(4), pages 205-214, July.
    8. Omaima A.G. Hassan, 2018. "The impact of voluntary environmental disclosure on firm value: Does organizational visibility play a mediation role?," Business Strategy and the Environment, Wiley Blackwell, vol. 27(8), pages 1569-1582, December.
    9. Neelam C. Poudyal & Jacek P. Siry & J. M. Bowker, 2012. "Stakeholders' Engagement in Promoting Sustainable Development: Businesses and Urban Forest Carbon," Business Strategy and the Environment, Wiley Blackwell, vol. 21(3), pages 157-169, March.

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