No abstract

This paper integrates two conceptual frameworks, utility maximization and institutional theory, to analyze voluntary corporate environmental management. The utility maximization or economic approach centers on motivations to decrease cost, increase revenue and improve manager utility. Institutional theory emphasizes how external pressures from market and non‐market constituents shape the firm's environmental efforts. We view the two frameworks as complementary and postulate a model that includes both types of influences. Survey data from six major industries consisting of a diverse set of facilities are used to estimate the effects of economic and institutional factors on a facility's use of environmental practices and pollution‐prevention activities. Our results support the hypothesized model, and show that cost barriers, management attitudes toward environmental stewardship, company ownership and external institutional forces, including competitiveness, investor and regulatory pressures, all affect a facility's environmental practices and pollution prevention activities. Findings suggest that a multifaceted policy strategy is needed to advance corporate environmental management across diverse firms. Copyright © 2012 John Wiley & Sons, Ltd and ERP Environment

When herbicide-resistant weeds are highly mobile across farms, delaying resistance becomes a common-pool resource (CPR) problem. In such situations, it is in the collective long-term interest of farmers to conserve an herbicide's usefulness. Yet, each farmer has an individual short-run incentive to use the herbicide without considering effects on resistance. This study considers the potential for community-based (CB) approaches to address problems of herbicide-resistant weeds. Here, growers actively participate in designing, financing, and implementing programs, usually in collaboration with industry, government, and universities. CB approaches have certain advantages over top-down regulatory or subsidy-based approaches. Scholars and practitioners have developed effective governance mechanisms for many CPRs that could aid in developing effective resistance management programs. Successful CB management programs for insect pest eradication and areawide invasive weed control offer additional lessons about the potential and challenges of such efforts. Lessons from these examples can inform the design and implementation of successful, voluntary programs for herbicide-resistance management. Key research, education, and outreach priorities to help implement successful CB programs are identified at the close.

This article examines the motivations for firms to participate in voluntary environmental programs and to adopt environmental management practices using data gathered from a survey conducted in 2005 of facilities located in Oregon operating in six industrial sectors. It is one of the first studies of voluntary environmental management to include small‐, medium‐, and large‐sized facilities as well as to include both privately and publicly owned facilities. In particular, we examine the effects of both external factors such as regulatory, consumer, and investor pressures, and internal factors such as technical and resource capacity, in influencing voluntary environmental behavior. The intent is to describe potential influences that have implications for designing and implementing private and public policies that foster effective voluntary environmental management by firms. We find that larger facilities are more likely to participate in more voluntary environmental programs, but are likely to adopt more environmental management practices only if environmental issues are of significant concern to them. Presence of an R&D department stimulates the adoption of more environmental management practices, particularly if environmental issues are of significant concern to the facility, but does not have a statistically significant impact on participation in voluntary programs. We also find that while regulatory pressures are significant in motivating participation in voluntary programs and adoption of environmental management practices, competitive pressures are only important in motivating the former. Pressure from final good consumers or from investors in publicly traded facilities is not found to have a significant influence on voluntary environmental behavior of facilities in this study.

Controlling herbicide resistance (HR) and its associated environmental risks is impossible without integrating social and economic science with biophysical and technology aspects. Herbicide resistance is a dynamically complex and ill-structured problem involving coupled natural–human systems that defy management approaches based on simple scientific and technology applications. The existence of mobile herbicide resistance and/or herbicide tolerance traits add complexity because susceptibility to the herbicide is a resource open to all farmers, impacting the weed population. Weed scientists have extensively researched the biophysical aspects and grower perceptions of HR. They also recognize that the “tragedy of the commons” can appear when herbicide resistance is mobile across farms. However, the human structures and processes, especially private and public institutions that influence individual and group decisions about HR, have received little analysis. To start filling that gap, we discuss an integrative management approach to sustainable weed control that addresses the social complexity of farm heterogeneity. For example, the need for a private or public collective mechanism becomes apparent to address common-pool resource (CPR) aspects when one farmer's weed control actions influence their neighbors' situations. In such conditions, sole reliance on education, technical assistance, and other incentives aimed at changing individual grower behavior likely will fail to stem the advance of HR. Social science theories can be used to enrich the understanding of human interaction with the biophysical environment and identify key actors and social change processes influencing those interactions in the case of HR. The short-run economic advantages of herbicides such as glyphosate work against social change to address HR, including the development of collective actions when mobile HR conditions exist. We discuss seven design principles that can improve the efficacy and cost of such collective approaches and draw insights from CPR approaches outside of HR.