The Impact of Corporate Sustainability on Organizational Processes and Performance
Robert G. Eccles
Harvard Business School
London Business School
Harvard University - Harvard Business School
November 23, 2011
Harvard Business School Working Paper Series 12-035
We investigate the effect of a corporate culture of sustainability on multiple facets of corporate behavior and performance outcomes. Using a matched sample of 180 companies, we find that corporations that voluntarily adopted environmental and social policies many years ago – termed as High Sustainability companies – exhibit fundamentally different characteristics from a matched sample of firms that adopted almost none of these policies – termed as Low Sustainability companies. In particular, we find that the boards of directors of these companies are more likely to be responsible for sustainability and top executive incentives are more likely to be a function of sustainability metrics. Moreover, they are more likely to have organized procedures for stakeholder engagement, to be more long-term oriented, and to exhibit more measurement and disclosure of nonfinancial information. Finally, we provide evidence that High Sustainability companies significantly outperform their counterparts over the long-term, both in terms of stock market and accounting performance. The outperformance is stronger in sectors where the customers are individual consumers instead of companies, companies compete on the basis of brands and reputations, and products significantly depend upon extracting large amounts of natural resources.
Number of Pages in PDF File: 46
Keywords: sustainability, corporate social responsibility, culture, governance, disclosure, performance
JEL Classification: M14, M40, M20, M52, G34working papers series
Date posted: November 25, 2011 ; Last revised: February 10, 2014
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