Values, attitudes and perceptions of managers as predictors of corporate environmental responsiveness

We examine whether managers' values, attitudes, and perceptions influence the greening of organizations. To that purpose, we specify and test a model of corporate environmental responsiveness (CER), drawing upon a modified version of the theory of planned behavior and the value-belief-norm theory. Based on survey data from 142 Greek companies, we find that top managers' personal values influence responses indirectly, through shaping their environmental attitudes, while direct relationship is not significant. Subjective norms, expressing stakeholder expectations, do affect CER, with their effect being stronger than that of attitudes. Managers' perceived ability to handle environmental issues also appears to influence responses. Results have theoretical implications, indicating the significant role of managers' values, attitudes and perceptions in a firm's environmental response. Practical implications are discussed in relation to selection of managers and training.

► We specify and test a model of corporate environmental responsiveness.
► Managers' personal values shape their environmental attitudes.
► Managerial attitudes influence corporate responses.
► Stakeholder expectations influence responses the most.
► Managers' self-efficacy is related to proactive environmental responses.