Corporate Environmental Values And Culture As Catalysts For Sustainable Business Practices

Abstract

This research investigates the dynamic intersection of Corporate Environmental Values (CEVs), Environmental Culture (EC), and Business Sustainability (BS) in Indian companies with a huge mixed-methods research design. With environmental issues in the heart of corporate policy, it is increasingly crucial to comprehend the impact of organizational internal factors on sustainable performance particularly in emerging markets where regulation application and market maturity might be out of balance. Corporate Environmental Values are the moral foundation and strategic resolve that form the basis of an organisation's environmental accountability. These values are usually expressed by top management and reflected in corporate missions, policies, and strategic agendas. But their operationalisation is not automatic. This paper introduces that while CEVs provide the philosophical background, their applicability to making sustainability a reality depends on the degree to which they are embraced by the organization's work culture. Environmental Culture is the middleman that communicates values into action. EC comprises prevalent norms, implicit practices, leadership actions, and workers' participative mechanisms that inject the corporate environment with sustainability day by day. Qualitative part of this research grounded in in-depth interviews with 60 managers revealed four most important themes revealed leadership reflecting of values, informal passing of environmental norms, conflicts between short-term profit and ecological goals, and strategic advantages of sustainability practices. They illustrate that EC is not just a very valued demonstration but also an excellent behavior driver and performance. Business Sustainability, in this case, means the firm's ability to balance environmental, economic, and social goals. At the quantitative phase, structural equation modeling validated survey responses of 128 managers. Findings established that, although CEVs are positively linked to BS, it is significantly amplified when it goes through EC. This supports the strategic value of organizational culture as an intention and effect mediator. By integrating rich qualitative findings with empirical facts, the research provides an overall impression of sustainability inside the organisation. It challenges leaders and policymakers to go beyond policy requirements and establish cultures which truly embody business environmental values a key strategy to achieve significant, long-lasting sustainability.