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The Exxon Valdez oil spill: Industry...

Marquiss, Karen D. K.

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The Exxon Valdez oil spill: Industry response and the evolution of environmental policy.

紀錄類型:	書目-語言資料,印刷品 : Monograph/item
正題名/作者:	The Exxon Valdez oil spill: Industry response and the evolution of environmental policy./
作者:	Marquiss, Karen D. K.
面頁冊數:	240 p.
附註:	Adviser: Howard Kunreuther.
Contained By:	Dissertation Abstracts International68-04A.
標題:	Business Administration, Management. -
電子資源:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3260952

The Exxon Valdez oil spill: Industry response and the evolution of environmental policy.
Marquiss, Karen D. K.

The Exxon Valdez oil spill: Industry response and the evolution of environmental policy. - 240 p.

Adviser: Howard Kunreuther.

Thesis (Ph.D.)--University of Pennsylvania, 2007.

This dissertation develops and tests a conceptual model to examine how organizations respond to social and political events that can significantly affect operations. The model incorporates concepts from resource dependence and institutional theories, which posit that a firm will develop a range of strategic responses to external events. These responses vary from (1) influencing the external environment to (2) avoidance of external control to (3) the adaptation of internal organizational structures and practices to meet external demands. Using this framework, the study looks at how individual firms changed corporate policies and procedures following the Exxon Valdez oil spill. The sample consists of a cross section of 60 publicly traded companies, including 30 oil and 30 non-oil companies. The data span a total of 21 years, from 10 years before through 10 years after the 1989 oil spill.Subjects--Topical Terms:

626628
Business Administration, Management.

The Exxon Valdez oil spill: Industry response and the evolution of environmental policy.
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520 $a This dissertation develops and tests a conceptual model to examine how organizations respond to social and political events that can significantly affect operations. The model incorporates concepts from resource dependence and institutional theories, which posit that a firm will develop a range of strategic responses to external events. These responses vary from (1) influencing the external environment to (2) avoidance of external control to (3) the adaptation of internal organizational structures and practices to meet external demands. Using this framework, the study looks at how individual firms changed corporate policies and procedures following the Exxon Valdez oil spill. The sample consists of a cross section of 60 publicly traded companies, including 30 oil and 30 non-oil companies. The data span a total of 21 years, from 10 years before through 10 years after the 1989 oil spill.
520 $a The study finds that companies engaged in a range of response behaviors with respect to environmental issues over the sample time frame. Both oil and non-oil companies increased the level of political influence, avoidance, and adapting activities following the spill. Oil companies increased influencing behaviors following the spill by a significantly greater amount than firms in the control group. However, there were no significant differences between oil and control group firms for avoidance or adapting actions. Instead, the implementation of avoidance and adapting practices corresponded directly to increases in corporate environmental activity over time, lending evidence to support the evolutionary theory of organizations. Organization size, existing environmental practices, trade association membership, EPA cooperation, shareholder proxy resolutions, endorsement of the CERES principles, national affiliation, and industry type each influenced corporate activity at a significant level. Results encourage institutions and government oversight agencies to continue to monitor and apply pressure to industry in order to develop and maintain quality environmental protection practices in the future.
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