@article{RoetzelStehlePedelletal.2019, author = {R{\"o}tzel, Peter and Stehle, Alexander and Pedell, Burkhard and Hummel, Katrin}, title = {Integrating environmental management control systems to translate environmental strategy into managerial performance}, series = {Journal of Accounting \& Organizational Change}, volume = {2015}, journal = {Journal of Accounting \& Organizational Change}, number = {4}, doi = {https://doi.org/10.1108/JAOC-08-2018-0082}, pages = {626 -- 653}, year = {2019}, abstract = {Abstract Purpose This study aims to investigate the role of environmental management control systems as mechanisms to translate environmental strategy into environmental managerial performance. Design/methodology/approach Based on survey data from 218 firms, the authors test a structural equation model. Findings The results show that environmental management control systems mediate the relationship between environmental strategy and environmental managerial performance. Moreover, the level of integration between regular and environmental management control systems significantly impacts the relationship between environmental management control systems and environmental managerial performance. Therefore, environmental management control systems are important mechanisms to translate environmental strategy into managerial performance, and a high level of integration can reinforce this role. Research limitations/implications The typical shortcomings of survey-based research apply to this study. Originality/value While previous research focuses primarily on environmental performance at the organizational level, this study addresses individual managerial performance with regard to environmental outcomes. In addition, the authors investigate how the level of integration between regular and environmental management control systems influences the relationship between environmental strategy and environmental managerial performance as well as the mediating role of environmental management control systems.}, subject = {Umweltbezogenes Management}, language = {en} } @article{HummelRoetzel2019, author = {Hummel, Katrin and R{\"o}tzel, Peter}, title = {Mandating the Sustainability Disclosure in Annual Reports - Evidence from the United Kingdom}, series = {Schmalenbach Business Review May 2019}, volume = {71}, journal = {Schmalenbach Business Review May 2019}, number = {2}, doi = {10.1007/s41464-019-00069-8}, pages = {205 -- 247}, year = {2019}, abstract = {This study investigates the sustainability disclosure effects of the introduction of the Companies Act 2006 Regulations 2013 in the United Kingdom. The regulation mandates the disclosure of information on greenhouse gas emissions, gender distribution and human rights issues. We examine two research questions: first, whether firms increased disclosure on the mandated topics after the regulation became effective relative to a control group, and second, whether a potential increase in disclosure is moderated by firms' reporting incentives, namely, firms' capital market visibility, growth orientation, governance structure, prior voluntary sustainability disclosure levels and critical media coverage. Our sample consists of the FTSE-350 firms and a matched control group of US firms. We use textual analysis to assess the disclosure of the mandated sustainability topics in firms' annual reports. Specifically, we examine two types of disclosure, namely, the disclosure of the mandated key performance indicators and the narrative disclosure. Our results reveal a significant increase for both types of disclosure relative to the control group. Overall, this treatment effect tends to be smaller for firms with higher reporting incentives, i. e., reporting incentives mitigate the regulatory effect. Taken together, our results suggest that both standards and reporting incentives shape firms' sustainability disclosure level.}, subject = {Nachhaltigkeit}, language = {en} }