This research aims to present an exploratory study of the consequences of environmental marketing strategies in New Zealand organisations. In general, empirical research on the impact of environmental practices on organisational outcomes is limited and inconclusive, thus a greater understanding of the consequences associated with successful corporate environmental (CE) organisations is needed.
Eight in‐depth interviews were conducted with leading and proactive CE organisations in New Zealand.
General consequences including innovation, strategic alliances, and improved public relations were found in addition to consequences specifically related to product/service, process‐, and project‐dominant environmental marketing strategies. Negative consequences were also identified.
Owing to the broad nature of the study, it is not possible to make substantial inferences between different industries or specific organisation types and environmental marketing strategies. The size of the sample further limits data generalisability.
Practically, it is anticipated the research will provide guidance for marketing and management leaders in organisations to gain a greater understanding of the consequences associated with environmental strategies. Managers need awareness of the potential impacts of choosing an environmental orientation and strategy.
This research provides the first empirical evidence regarding the consequences for CE organisations except those with previous support relating to organisation performance, brand attitude, employee attitude, and employee commitment and esprit de corps. Several new consequences not previously suggested in previous literature are identified.
