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eferences Chapter 1: Introduction 54 References Please note that these are the references cited in the body of this report. The complete list of supporting references for the study can be found in Appendix B. Adriana, B. (2009). Environmental supply chain management in tourism: The case of large tour operators. Journal of Cleaner Production, 17(16), 1385-1392. Allenby, B. R. (2000). Implementing industrial ecology: The AT&T matrix system. Interfaces, 30(3), 42-54. Andersson, L., & Bateman, T. S. (2000). Individual environmental initiative: Championing natural environmental issues in US business organizations. Academy of Management Journal, 43(4), 548-570. Andersson, L., Shivarajan, S., & Blau, G. (2005). Enacting ecological sustainability in the MNC: A test of an adapted value-belief-norm framework. Journal of Business Ethics, 59(3), 295-305. Angel del Brio, J., Junquera, B., & Ordiz, M. (2008). Human resources in advanced environmental approaches-A case analysis. International Journal of Production Research, 46(21), 6029-6053. Annandale, D., Morrison-Saunders, A., & Bouma, G. (2004). The impact of voluntary environmental protection instruments on company environmental performance. Business Strategy and the Environment, 13(1), 1-12. Balzarova, M. A., Castka, P., Bamber, C. J., & Sharp, J. M. (2006). How organisational culture impacts on the implementation of ISO 14001:1996 - A UK multiple-case view. Journal of Manufacturing Technology Management, 17(1), 89-103. Bansal, P. (2003). From issues to actions: The importance of individual concerns and organizational values in responding to natural environmental issues. 14(5): Organization Science, 14(5), 510-527. Bansal, P., & Hunter, T. (2003). Strategic explanations for the early adoption of ISO 14001. Journal of Business Ethics, 46(3), 289-299. Beck, R. N. (1987). Visions, values, and strategies: Changing attitudes and culture. Academy of Management Executive, 1(1), 33-41. Becker, K. (2008). Unlearning as a driver of sustainable change and innovation: Three Australian case studies. International Journal of Technology Management, 42(1/2), 89-106. Benson, J. A., & Ross, D. L. (1998). Sundstrand: A case study in transformation of cultural ethics. Journal of Business Ethics, 17(14), 1517-1527. Berry, G. R. (2004). Environmental management the selling of corporate culture. Journal of Corporate Citizenship, 16(Winter), 71-84. Beske, P., Koplin, J., & Seuring, S. (2008). The use of environmental and social standards by German first-tier suppliers of the Volkswagen AG. Corporate Social Responsibility & Environmental Management, 15(2), 63-75. Bierly III, P. E., Gallagher, S.., & Spender, J. C. (2008). Innovation and learning in high-reliability organizations: A case study of United States and Russian nuclear attack submarines, 1970-2000. IEEE Transactions on Engineering Management, 55(3), 393-408. Blackburn, R., & Rosen, B. (1993). Total quality and human resources management: Lessons learned from Baldrige Award-winning companies. Academy of Management Executive, 7(3), 49-66. Blackburn, W. (2007). The sustainability handbook: The complete management guide to achieving social, economic and environmental responsibility. Washington, DC: Environmental Law Institute. Blackstock, K. L., White, V., McCrum, G., Scott, A., & Hunter, C. (2008). Measuring responsibility: An appraisal of a Scottish national park’s sustainable tourism indicators. Journal of Sustainable Tourism, 16(3), 276-297.
eferences Chapter 1: Introduction 55 Bourgault, J., Dion, S., & Lemay, M. (1993). Creating a corporate culture: Lessons from the Canadian federal government. Public Administration Review, 53(1), 73-80. Bowen, S. A. (2004). Organizational factors encouraging ethical decision making: An exploration into the case of an exemplar. Journal of Business Ethics, 52(4), 311-324. Brundtland, G. H. (Ed.). (1987). Our common future / World commission on environment and development. Oxford; New York: Oxford University Press. Buysse, K., & Verbeke, A. (2003). Proactive environmental strategies: A stakeholder management perspective. Strategic Management Journal, 24(5), 453-470. Camilleri, C. S. (2008). Sharing Yalumba: Communicating Yalumba’s commitment to sustainable winemaking. Corporate Communications: An International Journal, 13(1), 18-41. Chamorro, A., & Bañegil, T. M. (2006). Green marketing philosophy: A study of Spanish firms with ecolabels. Corporate Social Responsibility & Environmental Management, 13(1), 11-24. Cheung, D. K. K., Welford, R. J., & Hills, P. R. (2009). CSR and the environment: Business supply chain partnerships in Hong Kong and PRDR, China. Corporate Social Responsibility and Environmental Management, 16(5), 250-263. Perceptions of organizational safety: Implications for the development of safety culture. Journal of Organizational Behavior, 20(2), 185-198. Clarke, S., & Roome, N. (1999). Sustainable business: Learning–action networks as organizational assets. Business Strategy and the Environment, 8, 296-310. Colbert, B. A., & Kurucz, E. C. (2007). Three conceptions of triple bottom line business sustainability and the role for HRM. Human Resource Planning, 30(1), 21-29. Cordano, M., & Frieze, I. H. (2000). Pollution reduction preferences of U.S. Environmental managers: Applying Ajzen’s theory of planned behavior. Academy of Management Journal, 43(4), 627-641. Cox, S., Jones, B., & Collinson, D. (2006). Trust relations in high-reliability organizations. Risk Analysis, 26(5), 1123-1138. Cramer, J., Jonker, J., & van der Heijden, A. (2004). Making sense of corporate social responsibility. Journal of Business Ethics, 55(2), 215-222. Darnall, N., & Edwards, D. (2006). Predicting the cost of environmental management system adoption: The role of capabilities, resources and ownership structure. Strategic Management Journal, 27(4), 301-320. Dixon, S. E. A., & Clifford, A. (2007). Ecopreneurship–A new approach to managing the triple bottom line. Journal of Organizational Change Management, 20(3), 326-345. Donnelly, K., Salemink, A., Blechinger, F., Schuh, A., & Boehm, T. (2004). A product-based environmental management system. Greener Management International, (46), 57-72. Doppelt, B. (2003). Leading change toward sustainability. A change-management guide for business, government and civil society. Sheffield, UK: Greenleaf Publishing Limited. Doppelt, B. (2008). The power of sustainable thinking. London, UK: Earthscan Publications Ltd. Douglas, T. (2007). Reporting on the triple bottom line at Cascade Engineering. Global Business & Organizational Excellence, 26(3), 35-43. DuBose, J. R. (2000). Sustainability and performance at Interface, Inc. Interfaces, 30(3), 190-201. Dunphy, D., Griffiths, A., & Benn, S. (2003). Organizational change for corporate sustainability. London, UK: Routledge. Elankumaran, S., Seal, R., & Hashmi, A. (2005). Transcending transformation: Enlightening endeavours at Tata Steel. Journal of Business Ethics, 59(1/2), 109-119. Epstein, M. J. (2008). Making sustainability work. Best practices in managing and measuring corporate social, environmental, and economic impacts. San Francisco, CA: Greenleaf Pub. Esquer-Peralta, J., Velazquez, L., & Munguia, N. (2008). Perceptions of core elements for sustainability management systems (SMS). Management Decision, 46(7), 1027-1038. Ethical Corporation. (2009). How to embed corporate responsibility across different parts of your company. George, W. W., & Van de Ven, A. H. (2001). Medtronic’s chairman William George on how mission-driven companies create long-term shareholder value. Academy of Management Executive, 15(4), 39-47. Gilbert, J. A., & Ivancevich, J. M. (2000). Valuing diversity: A tale of two organizations. Academy of Management Executive, 14(1), 93-105. Goodman, A. (2000). Implementing sustainability in service operations at Scandic Hotels. Interfaces, 30(3), 202-214. Hagen, Ø. (2008). Seduced by their proactive image? On using auto communication to enhance CSR. Corporate Reputation Review, 11(2), 130-144.
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