Emerging Economies and the Race for Environmental Responsibility

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This research explores Corporate Environmental Responsibility (CER) in emerging economies, focusing on Peru and Chile. Climate change is reshaping businesses, but these economies face unique challenges. The study used fuzzy-set qualitative comparative analysis to examine 500+ companies and their motivation to invest in CER. In Peru, small firms adopt CER as a survival strategy, especially in informal sectors. In Chile, large firms adopt CER as a legitimacy strategy to build trust. Digital transformation’s impact varies: it’s limited in Peru by informality but pivotal in Chile, enabling efficiency and cost savings. Policymakers must address barriers like informality and promote digital transformation through clear regulations. The study highlights CER’s global relevance, especially in emerging economies.

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03:54
The existing literature on the legitimacy of daughters in the succession process of family businesses tends to separate the analysis between, on the one hand, the role of successor daughters and, on the other hand, the networks that activate and validate their legitimacy. This separation sustains a dualism in the conceptualization of relationships between successor daughters and the various stakeholders. This study addresses this gap by drawing on Strong Structuration Theory and the analysis of five cases of successor daughters. The results highlight that the social legitimacy of successor daughters in family businesses is the result of a continuous interaction between individual agency and social structures, within a logic of duality. It proposes a conceptualization of legitimacy as a dynamic process of social co-construction. The study reveals the interdependence between personal legitimacy and entrepreneurial legitimacy, which mutually reinforce each other through intertwined structuration cycles. This articulation contributes to the progressive co-construction of social legitimacy, emphasizing its evolving and adaptive nature.
GHAMGUI Nizar - |
02:40
Social marketing is an approach that leverages marketing techniques to encourage behaviors that have a positive impact on society. Unlike traditional marketing, which primarily aims to maximize sales, social marketing seeks to address issues such as public health, the environment, and human rights. It relies on a deep understanding of the needs and obstacles of the target audience, as well as strategic partnerships. For example, campaigns might encourage people to reduce their plastic consumption or engage in regular physical activity. To succeed, it's not just about communication; it's also about making desired behaviors more accessible, more appealing, and less expensive. By integrating these elements, social marketing contributes to improving collective well-being.
TRELOHAN Magali - |
02:47
Pro-environmental behaviors refer to actions aimed at reducing human impact on the environment, whether individual (such as recycling or adopting eco-responsible consumption) or collective (advocating for climate policies). Historically linked to the environmental awareness of the 1970s, these behaviors are now crucial in the face of the climate emergency. However, they encounter psychological, economic, and practical obstacles. To encourage them, it is essential that public and private actors make these ecological actions more accessible and socially valued. These behaviors, while indispensable, must be integrated into collective and systemic initiatives for a sustainable transition.
TRELOHAN Magali - |
01:55
In times of crisis, SME entrepreneurs update and replace the firm’s resources and capabilities within strategic renewal processes in order to maintain organizational resilience. Appearing in the form of internal development and external sourcing, the outcomes of strategic renewal are explained by the synergy of individual, organizational, and environmental factors that reinforce SMEs’ dynamic capabilities. This research presents a qualitative comparative analysis (QCA) of the conjunctural causality between multi-level dynamic capability configurations and SME strategic renewal outcomes.
WANG Yihan - EM Normandie |

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