scholarly journals Advertising and Environmental Stewardship: Evidence from the BP Oil Spill

2020 ◽  
Vol 12 (1) ◽  
pp. 33-61 ◽  
Author(s):  
Lint Barrage ◽  
Eric Chyn ◽  
Justine Hastings

This paper explores whether private markets can incentivize environmental stewardship. We examine the consumer response to the 2010 BP oil spill and test how BP’s investment in the 2000–2008 “Beyond Petroleum” green advertising campaign affected this response. We find evidence consistent with consumer punishment: BP station margins and volumes declined by 2.9 cents per gallon and 4.2 percent, respectively, in the month after the spill. However, pre-spill advertising significantly dampened the price response, and may have reduced brand switching by BP stations. These results indicate that firms may have incentives to engage in green advertising without investments in environmental stewardship. (JEL D12, D83, G31, L71, M37, Q53, Q56)

2015 ◽  
Vol 34 (3) ◽  
pp. 587-596 ◽  
Author(s):  
Priscilla D. Allen ◽  
Christopher F. D’Elia

2015 ◽  
Vol 45 (3) ◽  
pp. 467-489 ◽  
Author(s):  
Travis M. Johnston ◽  
Stephen N. Goggin
Keyword(s):  

Author(s):  
Hershey H. Friedman ◽  
Linda W. Friedman

This paper explores the synchronicity of two mega-crises we are now facing: The BP oil spill and the repercussions of the 2008 financial meltdown. It examines some key common threads in both of these crises. The overarching message is that firms must maintain a culture of social responsibility, must behave in an ethical manner, and must do everything possible to avoid societal harm. The three key lessons to be learned from the twin crises are to consider and mange risk in decision making; minimize conflicts of interest in the hope that executives will then not engage in actions that involve excessive risk to stakeholders; and that government regulation can be beneficial, rather than harmful to business and society – as long as it does not stifle innovation and growth.


Author(s):  
James A. Danowski

This chapter presents six examples of organization-related social network mining: 1) interorganizational and sentiment networks in the Deepwater BP Oil Spill events, 2) intraorganizational interdepartmental networks in the Savannah College of Art and Design (SCAD), 3) who-to-whom email networks across the organizational hierarchy the Ford Motor Company’s automotive engineering innovation: “Sync® w/ MyFord Touch”, 4) networks of selected individuals who left that organization, 5) semantic associations across email for a corporate innovation in that organization, and 6) assessment of sentiment across its email for innovations over time. These examples are discussed in terms of motivations, methods, implications, and applications.


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