In a groundbreaking study published in the journal *Studies in Green Development Management* (مطالعات مدیریت توسعه سبز), researchers have uncovered a compelling link between corporate social responsibility (CSR) and environmental performance, with a crucial twist: the mediating role of green strategy. Led by Pezhman Jahani from the Department of Accounting at North Tehran Branch, Islamic Azad University, the research offers actionable insights for publicly listed companies, particularly those in the energy sector, where environmental stewardship is increasingly critical.
The study, which surveyed 251 managers from firms listed on the Tehran Stock Exchange, reveals that CSR initiatives alone may not directly boost environmental performance. Instead, they work through strategic and organizational pathways—green capacity, environmental strategy, green innovation, and green transformational leadership. “CSR is not a magic bullet,” explains Jahani. “It’s a catalyst that, when channeled through the right strategies and leadership, can drive significant environmental improvements.”
The findings are striking. CSR strongly influences all four mediating factors, with coefficients ranging from 0.774 to 0.814. Moreover, each of these factors significantly predicts environmental performance. For instance, green innovation—spurred by CSR—has a substantial impact on environmental outcomes, with a coefficient of 0.493. “This suggests that companies investing in green innovation are not just doing good; they’re future-proofing their operations,” says Jahani.
So, what does this mean for the energy sector? The implications are vast. Energy companies, often under scrutiny for their environmental footprint, can leverage CSR to drive meaningful change. By integrating sustainability into their core strategies, adopting responsible operational practices, and fostering a culture of environmental stewardship, they can enhance their environmental performance while maintaining profitability.
Jahani’s research also highlights the importance of green governance. Establishing specialized sustainability teams, pursuing environmental certifications like ISO 14001, and monitoring compliance with health, safety, and environmental standards can make a tangible difference. “It’s about creating a holistic approach to sustainability,” Jahani notes. “One that aligns with both corporate goals and societal expectations.”
The study’s findings are a clarion call for energy companies to rethink their approach to CSR. It’s not just about ticking boxes or meeting regulatory requirements. It’s about embedding sustainability into the DNA of the organization, driving innovation, and fostering a culture of environmental responsibility. As Jahani puts it, “Sustainable growth is about balancing present profitability with intergenerational equity. It’s about ensuring that our actions today do not compromise the needs of future generations.”
In an era where environmental challenges are escalating, this research offers a roadmap for energy companies to navigate the complex landscape of CSR and sustainability. By leveraging CSR as a strategic enabler—and channeling it through green strategy and leadership—firms can achieve both environmental resilience and long-term competitive advantage. The study, published in the esteemed journal *Studies in Green Development Management*, is a significant step forward in understanding the intricate relationship between CSR and environmental performance, and it’s a must-read for any professional in the energy sector.