Business strategy and environmental practices: Evidence in the sugarcane energy sector in Brazil

Abstract

One of the main concerns of this study is to translate environmental practices into strategic actions. This paper aims to analyze how a representative segment of the Brazilian agribusiness, the Mato Grosso do Sul sugarcane industry, is dealing with environmental management at the strategic level. Three data sources were used, which are: semi-structured interviews, questionnaire, and a review of documents and reports. The analysis of interview and documents was carried out through content analysis. Data triangulation was used to combine the results of all three research tools. The methodology is the application of a sustainability assessment model. By analyzing the Brazilian sugarcane main practices, this industry still heavily emphasizes corrective actions focused both on monitoring and on controlling. However, data suggest an increasing effort towards preventive behavior and towards understanding environmental sustainability as a business strategy. This study promotes the knowledge of the indicators to measure the sustainable performance of the sugarcane energy sector. The relevance of the research is amplified considering that Brazil is one of the main countries producing sugarcane and ethanol; the socio-environmental impact of this sector; and the challenges for the measurement of sustainability in agribusiness.

Estimación del potencial de ahorro de energía eléctrica en una fábrica de azúcar

“…On the other hand, Mary et al (24) found several implications for companies in the agroindustrial sector, particularly those involved in the production and management of sugarcane energy in Brazil. Da Silva Souza et al (25) present an index to evaluate doi: 10.25100/iyc.v26i1.13436…”

The influence of strategy formulation practices on the perceived financial performance of small and medium enterprises: The Zimbabwean experience

“…Thus, in this study, the participants were asked to indicate their financial performance trend for the past 3 years on the seven-point Lickert scale. Melo et al (2018) recommended that businesses of all sizes engage in strategic planning practices in order to survive volatile environments. The empirical evidence on the practice of strategy formulation, as well as its impact on performance in SMEs, is inconclusive.…”

“…Strategy formulation is considered a fundamental strategic management aspect that enhances firm performance, especially in the unstable and dynamic business world (Auka & Langat 2016;Melo et al 2018).…”

Influence of Strategic Formulation on the Performance of Small and Medium Manufacturing Enterprises in Kenya

“…The need to understand the strategic management processes of small and medium enterprises (SMEs) has been the primary focus for many authors (Conz et al, 2017). The current unpredictable operating environment requires enterprises of all sizes to engage in proper management practices, particularly those relating to strategy formulation (Melo et al, 2018). Strategy formulation, a key facet of strategic management (Pasha & Poister, 2017), is one of the main processes through which enterprises identify and interpret strategic issues and events that may have a potential impact on their growth (Majang & Magang, 2017).…”

“…Small and Medium Enterprises are currently operating in highly volatile environments, therefore, making it imperative for a business to develop and implement effective strategic formulation strategies (Melo et al, 2018). For these strategies play a vital role in enhancing better performance and the survival of the business (Williams et al, 2020).…”