Skip to main content
SpringerLink
Log in

Sustainability Marketing Commitment: Empirical Insights About Its Drivers at the Corporate and Functional Level of Marketing

  • Original Paper
  • Published:
Journal of Business Ethics Aims and scope Submit manuscript

Abstract

Corporate sustainability is an important strategy and value orientation for marketing, but scarce research addresses the organizational drivers and barriers to including it in companies’ marketing strategies and processes. The purpose of this study is to determine levels of commitment to corporate sustainability in marketing, processes associated with sustainability marketing commitment, drivers of sustainability marketing at the functional level of marketing, and its organizational context. Using survey data from 269 managers in marketing, covering a broad range of industries in Sweden and Denmark, we took a structural modelling approach to examine construct relationships, mediation, and moderation effects. Overall, the findings show that marketing capabilities associated with the innovation of new products, services, and business models constitute a strong driver to leverage sustainability marketing commitment. In conjunction with insights into processes related to the enactment of sustainability marketing, this result indicates that companies’ marketing departments have a propensity to drive corporate sustainability. The study provides substance to the idea of aligning substantive marketing capabilities closer to dynamic capabilities. Accordingly, the study reveals that reliance on market orientation alone does not lead to greater sustainability commitment.

This is a preview of subscription content, log in via an institution to check access.

Access this article

Log in via an institution

Price excludes VAT (USA)
Tax calculation will be finalised during checkout.

Instant access to the full article PDF.

Institutional subscriptions

Fig. 1
Fig. 2

Similar content being viewed by others

References

  • Aguinis, H., & Glavas, A. (2012). What we know and don’t know about corporate social responsibility: A review and a research agenda. Journal of Management, 38(4), 932–968.

    Article  Google Scholar 

  • Ali, S., Peters, L. D., He, H., & Lettice, F. (2010). Market based organizational learning, dynamic, and substantive capabilities: An integrative framework. Journal of Strategic Marketing, 18(5), 363–377.

    Article  Google Scholar 

  • Armstrong, J. S., & Overton, T. S. (1977). Estimating nonresponse bias in mail surveys. Journal of Marketing Research, 14(3), 396–402.

    Article  Google Scholar 

  • Atuahene-Gima, K. (2005). Resolving the capability-rigidity paradox in new product innovation. Journal of Marketing, 69, 61–83.

    Article  Google Scholar 

  • Bagozzi, R. P., & Yi, Y. (2012). Specification, evaluation, and interpretation of structural equation models. Journal of the Academy of Marketing Science, 40, 8–34.

    Article  Google Scholar 

  • Bansal, P. (2005). Evolving sustainability: A longitudinal study of corporate sustainable development. Strategic Management Journal, 26, 197–218.

    Article  Google Scholar 

  • Baron, R. M., & Kenny, D. A. (1986). The moderator-mediator variable distinction in social psychological research: Conceptual, strategic, and statistical considerations. Journal of Personality and Social Psychology, 51, 1173–1182.

    Article  Google Scholar 

  • Basu, K., & Palazzo, G. (2008). Corporate social responsibility: A process model of sense-making. Academy of Management Review, 33(1), 122–136.

    Article  Google Scholar 

  • Baumgarth, C. (2010). Living the brand: Brand orientation in the business-to-business sector. European Journal of Marketing, 44(5), 653–671.

    Article  Google Scholar 

  • Baumgartner, R. J. (2014). Managing corporate sustainability and CSR: A conceptual framework combining values, strategies and instruments contributing to sustainable development. Corporate Social Responsibility and Environmental Management, 21, 258–271.

    Article  Google Scholar 

  • Baumgartner, R. J., & Ebner, D. (2010). Corporate sustainability strategies: Sustainability profiles and maturity levels. Sustainable Development, 18, 76–89.

    Article  Google Scholar 

  • Bloomberg. (2015). Bloomberg’s global innovation index 2015. Accessed February, 2016 from https://www.bloomberg.com/…/2015-innovative-c.

  • Borland, H., Ambrosini, V., Lindgren, A., & Vanhamme, J. (2016). Building theory at the intersection of ecological sustainability and strategic management. Journal of Business Ethics, 135, 293–307.

    Article  Google Scholar 

  • Brower, J., & Mahajan, V. (2013). Driven to be good: A stakeholder theory perspective on the drivers of corporate social performance. Journal of Business Ethics, 117, 313–331.

    Article  Google Scholar 

  • Chabowski, B. R., Mena, J. A., & Gonzalez-Padron, T. L. (2011). The structure of sustainability research in marketing, 1958–2008: A basis for future research opportunities. Journal of the Academy of Marketing Science, 39, 55–70.

    Article  Google Scholar 

  • Connelly, B. L., Ketchen, D. J., Jr., & Slater, S. F. (2011). Towards a “theoretical toolbox” for sustainability research in marketing. Journal of the Academy of Marketing Science, 39(1), 86–100.

    Article  Google Scholar 

  • Crittenden, V. L., Crittenden, W. F., Ferrell, L. K., Ferrell, O. C., & Pinney, C. C. (2011). Market-oriented sustainability: A conceptual framework and propositions. Journal of the Academy of Marketing Science, 39(1), 71–85.

    Article  Google Scholar 

  • Dangelico, R. M., Pujari, D., & Pontrandolfo, P. (2016). Green product innovation in manufacturing firms: A sustainability-oriented dynamic capability business. Strategy and the Environment. doi:10.1002/bse.1932.

    Article  Google Scholar 

  • Day, G. (2011). Closing the marketing capabilities gap. Journal of Marketing, 75(July), 183–195.

    Article  Google Scholar 

  • Easterby-Smith, M., & Prieto, I. M. (2007). Dynamic capabilities and knowledge management: An integrative role for learning? British Journal of Management, 19, 235–249.

    Article  Google Scholar 

  • Eccles, R. G., Miller Perkins, K., & Serafeim, G. (2012). How to become a sustainable company. MIT Sloan Management Review, 53, 43–50. (summer).

    Google Scholar 

  • Edelman. (2015). Edelman trust barometer 2015. Accessed February, 2016 from www.edelman.com/.

  • Eggers, J. P., & Kaplan, S. (2013). Cognition and capabilities: A multi-level perspective. The Academy of Management Annals, 7(1), 295–340.

    Article  Google Scholar 

  • Engert, S., & Baumgartner, R. J. (2016). Corporate sustainability strategy: Bridging the gap between formulation and implementation. Journal of Cleaner Production, 113, 822–834.

    Article  Google Scholar 

  • Gavetti, G., & Rivkin, J. W. (2007). On the origin of strategy: Action and cognition over time. Organizational Science, 18, 420–439.

    Article  Google Scholar 

  • Gjerdrum Pedersen, E. R., Gwozdz, W., & Hvass, K. K. (2016). Exploring the relationship between business model innovation, corporate sustainability, and organizational values within the fashion industry. Journal of Business Ethics. doi:10.1007/s10551-016.3044.7.

    Article  Google Scholar 

  • Grewatsch, S., & Kleindienst, I. (2015). When does it pay to be good? Moderators and mediators in the corporate sustainability–corporate financial performance relationship: A critical review. Journal of Business Ethics. doi:10.1007/s105551-015-2852-5.

    Article  Google Scholar 

  • Griffin, A., & Hauser, J. R. (1996). Integrating R&D and marketing: A review and analysis of the literature. Journal of Product Innovation Management, 13, 191–215.

    Article  Google Scholar 

  • Haanaes, K., Balagopal, B., Arthur, D., Kong, M. T., Velken, I., Kruschwitz, N., et al. (2011). First look: The second annual sustainability and innovation survey. MIT Sloan Management Review, 52(2), 77–83.

    Google Scholar 

  • Hart, S. L., & Dowell, G. (2011). A natural-resource-based view of the firm: Fifteen years after. Journal of Management, 37(5), 1464–1479.

    Article  Google Scholar 

  • Hatch, M. J., & Schultz, M. (2008). Taking brand initiative. San Francisco, CA: Jossey-Bass.

    Google Scholar 

  • He, Z.-L., & Wong, P.-K. (2004). Exploration vs. exploitation: An empirical test of the Ambidexterity hypothesis. Organization Science, 15(4), 481–494.

    Article  Google Scholar 

  • Hofman, K. H., Theyel, G., & Wood, C. H. (2012). Identifying firm capabilities as drivers of environmental management and sustainability practices: Evidence from small and medium-sized manufacturers. Business Strategy and the Environment, 21, 530–545.

    Article  Google Scholar 

  • Holton, I., Glass, J., & Price, A. D. F. (2010). Managing for sustainability: Findings from four company case studies in the UK precast concrete Industry. Journal of Cleaner Production, 18, 152–160.

    Article  Google Scholar 

  • Homburg, C., Klarmann, M., & Schmitt, J. (2010). Brand awareness in business markets: When is it related to firm performance? International Journal of Research in Marketing, 27, 201–212.

    Article  Google Scholar 

  • Homburg, C., Stierl, M., & Bornemann, T. (2013). Corporate social responsibility in business-to-business markets: How organizational customers account for supplier corporate social responsibility engagement. Journal of Marketing, 77, 54–72.

    Article  Google Scholar 

  • Homburg, C., Vomberg, A., Enke, M., & Grimm, P. H. (2015). The loss of the marketing department’s influence: Is it really happening? And why worry? Journal of the Academy of Marketing Science, 43, 1–13.

    Article  Google Scholar 

  • Kaplan, S. (2011). Research into cognition and strategy: Reflections on two decades of progress and look to the future. Journal of Management Studies, 48(3), 665–695.

    Article  Google Scholar 

  • Katsikeas, C. S., Leonidou, C. N., & Zeriti, A. (2016). Eco-friendly product development strategy: Antecedents, outcomes, and contingent effects. Journal of the Academy of Marketing Science, 44, 660–684.

    Article  Google Scholar 

  • Kiron, D., Kruschwitz, N., Haanaess, K., Rubel, H., Reeves, M., Fuisz-Kehrbach, S., et al. (2015). Joining forces: Collaboration and leadership for sustainability. MIT Sloan Management Review. http://sloanreview.mit.edu/sustainability. (special report January).

  • Kiron, D., Kruschwitz, N., Rubel, H., Reeves, M., & Fuisz-Kehrbach, S. (2013). Walking the talk on the sustainability issues that matter most. MIT Sloan Management Review, 54(2), 69–73. (special report December).

    Google Scholar 

  • Klettner, A., Clarke, T., & Boersma, M. (2014). The governance of corporate sustainability: Empirical findings into the development, leadership and implementation of responsible business strategy. Journal of Business Ethics, 122, 145–165.

    Article  Google Scholar 

  • Kozlenkova, I. V., Samaha, S. A., & Palmatier, R. W. (2014). Resource based theory in marketing. Journal of the Academy of Marketing Science, 42, 1–21.

    Article  Google Scholar 

  • Krasnikov, A., & Jayachandran, S. (2008). The relative impact of marketing, research-and-development, and operations capabilities on firm performance. Journal of Marketing, 72(4), 1–11.

    Article  Google Scholar 

  • Krush, M. T., Sohi, R. S., & Saini, A. (2015). Dispersion of marketing capabilities: Impact on marketing’s influence and business unit outcomes. Journal of the Academy of Marketing Science, 43, 32–51.

    Article  Google Scholar 

  • Kumar, V., & Christodoulopoulou, A. (2014). Sustainability and branding: An integrated perspective. Industrial Marketing Management, 43, 6–15.

    Article  Google Scholar 

  • Kumar, V., Rahman, Z., & Kazmi, A. A. (2013). Sustainability marketing strategy: An analysis of the recent literature. Global Business Review, 14(4), 601–625.

    Article  Google Scholar 

  • Lavie, D., Stettner, U., & Tushman, M. L. (2010). Exploration and exploitation within and across organizations. The Academy of Management Annals, 4(1), 109–155.

    Article  Google Scholar 

  • Leonidou, C. N., Katsikeas, C. S., & Morgan, N. A. (2013). Greening the marketing mix: Do firms do it and does it pay off? Journal of the Academy of Marketing Science, 41, 151–170.

    Article  Google Scholar 

  • Linnenluecke, M. K., & Griffiths, A. (2010). Corporate sustainability and organizational culture. Journal of World Business, 45, 357–366.

    Article  Google Scholar 

  • Linnenluecke, M. K., & Griffiths, A. (2013). Firms and sustainability: Mapping the intellectual origins and structure of the corporate sustainability field. Global Environmental Change, 23, 382–391.

    Article  Google Scholar 

  • Lubin, D. A., & Esty, D. C. (2010). Lessons for leaders from previous game-changing megatrends. Harvard Business Review, 88(May), 43–50.

    Google Scholar 

  • March, J. G. (1991). Exploration and exploitation in organizational learning. Organization Science, 2(1), 71–87.

    Article  Google Scholar 

  • Mariadoss, B. J., Tansuhaj, P. S., & Mouri, N. (2011). Marketing capabilities and innovation-based strategies for environmental sustainability: An exploratory investigation of B-to-B firms. Industrial Marketing Management, 40, 1305–1318.

    Article  Google Scholar 

  • Marsh, H. W., Wen, Z., & Hau, K.-T. (2004). Structural equation models of latent interactions: Evaluation of alternative estimation strategies and indicator construction. Psychological Methods, 9, 275–300.

    Article  Google Scholar 

  • Marsh, H. W., Wen, Z., & Hau, K.-T. (2006). Structural equation models of latent interaction and quadratic effects. In G. Hancock & R. O. Mueller (Eds.), Structural equation modeling: A second course (pp. 225–265). Greenwich, CT: IAP.

    Google Scholar 

  • Martin, K. D., Johnson, J. L., & French, J. J. (2011). Institutional pressures and marketing ethics initiatives: The focal role of organizational identity. Journal of the Academy of Marketing Science, 39, 574–591.

    Article  Google Scholar 

  • Menguc, B., & Auh, S. (2006). Creating a firm-level dynamic capability through capitalizing on market orientation and innovativeness. Journal of the Academy of Marketing Science, 34(1), 63–73.

    Article  Google Scholar 

  • Menguc, B., Auh, S., & Ozanne, L. (2010). The interactive effect of internal and external factors on a proactive environmental strategy and its influence on a firm’s performance. Journal of Business Ethics, 94, 279–298.

    Article  Google Scholar 

  • Metcalf, L., & Benn, S. (2013). Leadership for sustainability: An evolution of leadership ability. Journal of Business Ethics, 112, 369–384.

    Article  Google Scholar 

  • Miles, R. E., & Snow, C. C. (1978). Organizational strategy, Structure, and process. New York: McGraw-Hill Inc.

    Google Scholar 

  • Moorman, C., & Rust, R. T. (1999). The role of marketing. Journal of Marketing, 63, 180–197.

    Article  Google Scholar 

  • Morgan, N. A. (2012). Marketing and business performance. Journal of the Academy of Marketing Science, 40, 102–119.

    Article  Google Scholar 

  • Morgan, N. A., & Slotegraaf, R. J. (2011). Marketing capabilities for B2B firms. In G. L. Lillien & R. Grewal (Eds.), The B2B marketing handbook. Northampton: Edward Elgar.

    Google Scholar 

  • Morgan, N. A., Vorhies, D. W., & Mason, C. (2009). Market orientation, marketing capabilities and firm performance. Strategic Management Journal, 30, 909–920.

    Article  Google Scholar 

  • Park, H.-S., Auh, S., Maher, A. A., & Singhapakdi, A. (2012). Marketing’s accountability and internal legitimacy: Implications for firm performance. Journal of Business Research, 65, 1576–1582.

    Article  Google Scholar 

  • Podsakoff, P. M., MacKenzie, S. B., Lee, J. Y., & Podsakoff, N. P. (2003). Common method biases in behavioral research: A critical review of the literature and recommended remedies. Journal of Applied Psychology, 88, 879–903.

    Article  Google Scholar 

  • Polonsky, M. J. (2011). Transformative green marketing: Impediments and opportunities. Journal of Business Research, 64, 1311–1319.

    Article  Google Scholar 

  • RobecoSam. (2017). The sustainability yearbook. Accessed February, 2016 https://yearbook.robecosam.com/.

  • Schaltegger, S., Lüdeke-Freund, F., & Hansen, E. G. (2012). Business cases for sustainability: The role of business model innovation for corporate sustainability. International Journal of Innovation and Sustainable Development, 6(2), 95–119.

    Article  Google Scholar 

  • Schaltegger, S., Lüdeke-Freund, F., & Hansen, E. G. (2016). Business models for sustainability: A co-evolutionary analysis of sustainable entrepreneurship, innovation and transformation. Organization and Environment, 29(3), 264–289.

    Article  Google Scholar 

  • Scherer, A. G., Palazzo, G., & Seidl, D. (2013). Managing legitimacy in complex and heterogeneous environments: Sustainable development in a globalized world. Journal of Management Studies, 50(2), 259–284.

    Article  Google Scholar 

  • Schmidt, H. J., & Baumgarth, C. (2015). Brand orientation: A case study approach within the context of social entrepreneurship businesses. Procedia Social and Behavioral Sciences, 175, 24–31.

    Article  Google Scholar 

  • Smith, P. A. C., & Sharicz, C. (2011). The shift needed for sustainability. The Learning Organization, 18(1), 73–86.

    Article  Google Scholar 

  • Taneja, S. S., Taneja, P. K., & Guptha, R. K. (2011). Research in corporate social responsibility: A review of shifting focus, paradigms, and methodologies. Journal of Business Ethics, 101, 343–364.

    Article  Google Scholar 

  • Teece, D. J. (2007). Explicating dynamic capabilities: The nature and micro-foundations of enterprise performance. Strategic Management Journal, 28, 1319–1350.

    Article  Google Scholar 

  • Theodosiou, M., Kehagisas, J., & Katsikea, E. (2012). Strategic orientations, marketing capabilities and firm performance: An empirical investigation in the context of frontline managers in service organizations. Industrial Marketing Management, 41(7), 1058–1070.

    Article  Google Scholar 

  • Tidd, J., & Bessant, J. (2014). Strategic innovation management. Chichester: Wiley.

    Google Scholar 

  • Tollin, K., & Jones, R. (2009). Marketing logics for competitive advantage. European Journal of Marketing, 43(3/4), 523–550.

    Article  Google Scholar 

  • Tollin, K., & Schmidt, M. (2012). Marketing logics, ambidexterity and influence. Journal of Strategic Marketing, 20(6), 509–534.

    Article  Google Scholar 

  • Urde, M., Baumgarth, C., & Merill, B. (2013). Brand orientation and market orientation: From alternatives to synergy. Journal of Business Research, 66, 13–20.

    Article  Google Scholar 

  • Van Kleef, J. A. G., & Roome, N. J. (2007). Developing capabilities and competence for sustainable business management as innovation: A research agenda. Journal of Cleaner Production, 15, 38–51.

    Article  Google Scholar 

  • Verhoef, P. C., & Leeflang, P. S. H. (2009). Understanding the marketing department’s influence within the firm. Journal of Marketing, 73(March), 14–37.

    Article  Google Scholar 

  • Vorhies, D. W., & Morgan, N. A. (2005). Benchmarking marketing capabilities for sustainable competitive advantage. Journal of Marketing, 69, 80–94.

    Article  Google Scholar 

  • Vorhies, D. W., Orr, L. M., & Bush, V. D. (2011). Improving customer-focused marketing capabilities and firm financial performance via marketing exploration and exploitation. Journal of the Academy of Marketing Science, 39, 736–756.

    Article  Google Scholar 

  • Wang, C. L., & Ahmed, P. K. (2007). Dynamic capabilities: A review and research agenda. International Journal of Management Reviews, 9(1), 31–51.

    Article  Google Scholar 

  • Wilden, R., & Gudergan, S. P. (2015). The impact of dynamic capabilities on operational marketing and technological capabilities: Investigating the role of environmental turbulence. Journal of the Academy of Marketing Science, 43, 181–199.

    Article  Google Scholar 

  • Wilden, R., Gudergan, S. P., Nielsen, B. P., & Lings, I. (2013). Dynamic capabilities and performance strategy, structure and environment. Long Range Planning, 46, 72–96.

    Article  Google Scholar 

  • World Commission on Environmental Development. (1987). Our common future. Oxford: Oxford University Press.

    Google Scholar 

Download references

Author information

Authors and Affiliations

  1. Department of Marketing, Copenhagen Business School, Solbjerg Plads 3, 2000, Frederiksberg, Denmark

    Karin Tollin & Lars Bech Christensen

Authors
  1. Karin Tollin
    View author publications

    You can also search for this author in PubMed Google Scholar

  2. Lars Bech Christensen
    View author publications

    You can also search for this author in PubMed Google Scholar

Corresponding author

Correspondence to Karin Tollin.

Ethics declarations

Conflict of interest

The authors declare that they have no conflict of interest.

Rights and permissions

Reprints and permissions

About this article

Check for updates. Verify currency and authenticity via CrossMark

Cite this article

Tollin, K., Christensen, L.B. Sustainability Marketing Commitment: Empirical Insights About Its Drivers at the Corporate and Functional Level of Marketing. J Bus Ethics 156, 1165–1185 (2019). https://doi.org/10.1007/s10551-017-3591-6

Download citation

  • Received:

  • Accepted:

  • Published:

  • Issue Date:

  • DOI: https://doi.org/10.1007/s10551-017-3591-6

Keywords

Search

Navigation