*We would like to thank the two anonymous reviewers for their insightful comments on earlier drafts of this paper. We thank the European Commission, the Spanish Ministry of Education (project SEC) and the Junta de Andalucía (‘excellence grants’) for providing partial funding for this research.
The Influence of Stakeholders on the Environmental Strategy of Service Firms: The Moderating Effects of Complexity, Uncertainty and Munificence*
Article first published online: 3 SEP 2007
© 2007 British Academy of Management
British Journal of Management
Volume 19, Issue 2, pages 185–203, June 2008
How to Cite
Rueda-Manzanares, A., Aragón-Correa, J. A. and Sharma, S. (2008), The Influence of Stakeholders on the Environmental Strategy of Service Firms: The Moderating Effects of Complexity, Uncertainty and Munificence. British Journal of Management, 19: 185–203. doi: 10.1111/j.1467-8551.2007.00538.x
- Issue published online: 3 SEP 2007
- Article first published online: 3 SEP 2007
Drawing on the resource-based view of the firm, we examine how complexity, uncertainty and munificence in the general business environment moderate the association between a firm's stakeholder integration capability and its environmental strategy. Our data were drawn from 134 ski resorts in 12 countries in western Europe and North America. Our study finds that (1) an organizational capability of stakeholder integration is associated with a service firm's adoption of a proactive environmental strategy; (2) an uncertain business environment has a direct positive influence and a complex business environment has a direct negative influence on a firm's environmental strategy; and (3) complexity has a negative moderating influence on the relationship between a firm's stakeholder integration capability and its environmental strategy.