Corporate-Led Environmental Governance: A Theoretical Model

The growing reliance on non-state environmental governance (EG) coupled with the current U.S. political environment portends an increasing salience of governing efforts from non-state actors. Among non-state actors, corporations play a substantial role given their market and societal power, their co...

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Bibliographic Details
Published inAdministration & society Vol. 53; no. 1; pp. 97 - 122
Main Author Ba, Yuhao
Format Journal Article
LanguageEnglish
Published Los Angeles, CA SAGE Publications 01.01.2021
SAGE PUBLICATIONS, INC
Subjects
Adaptability
Companies
Corporate governance
Environmental governance
Environmental policy
Governance
Leadership
Non-state actors
Political culture
Reliance
Social power
Social responsibility
United States > US
corporate leadership
non-state governance
environmental governance
state retrenchment
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ISSN0095-3997
1552-3039
DOI10.1177/0095399720918512

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Summary:The growing reliance on non-state environmental governance (EG) coupled with the current U.S. political environment portends an increasing salience of governing efforts from non-state actors. Among non-state actors, corporations play a substantial role given their market and societal power, their corresponding social responsibilities, and their organizational and institutional adaptability in developing and performing EG solutions. This article proposes a corporate-led environmental governance (CLEG) model. An important distinction between previous iterations of corporate social responsibility (CSR) and corporate governance and the CLEG model proposed here is the active assertion of corporate environmental leadership as state leadership is subject to retrenchment in the United States.
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ISSN:0095-3997
1552-3039
DOI:10.1177/0095399720918512