Closing the Energy Efficiency Gap—A Systematic Review of Empirical Articles on Drivers to Energy Efficiency in Manufacturing Firms

Abstract

Abstract:Research has identified an extensive potential for energy efficiency within the manufacturing sector, which is responsible for a substantial share of global energy consumption and greenhouse gas emissions. The purpose of this study is to enhance the knowledge of vital drivers for energy efficiency in this sector by providing a critical and systematic review of the empirical literature on drivers to energy efficiency in manufacturing firms at the firm level. The systematic literature review (SLR) is based on peer-reviewed articles published between 1998 and 2016. The findings reveal that organizational and economic drivers are, from the firms' perspective, the most prominent stimulus for energy efficiency and that they consider policy instruments and market drivers to be less important. Secondly, firm size has a positive effect on the firms' energy efficiency, while the literature is inconclusive considering sectorial impact. Third, the studies are mainly conducted in the US and Western European countries, despite the fact that future increase in energy demand is expected outside these regions. These findings imply a potential mismatch between energy policy-makers' and firm mangers' understanding of which factors are most important for achieving increased energy efficiency in manufacturing firms. Energy policies should target the stimulation of management, competence, and organizational structure in addition to the provision of economic incentives. Further understanding about which and how internal resources, organizational capabilities, and management practices impact energy efficiency in manufacturing firms is needed. Future energy efficiency scholars should advance our theoretical understanding of the relationship between energy efficiency improvements in firms, the related change processes, and the drivers that affect these processes.

Strategy Context of Decision Making for Improved Energy Efficiency in Industrial Energy Systems

“…and "Organizational" (Divergent interests and Low status of energy efficiency). Their manifestation largely determines an insufficiently high level of interest of company's management in the field of energy saving and energy efficiency measures implementation [49,91]. In the approach developed, we showed that the interest of top management in the problems of energy saving and energy efficiency will increase as their importance grows from the standpoint of the company's strategic goals achievement.…”

“…Consequently, they identified a framework of factors influencing successful achievement of energy efficiency, including the size of the company, solution of environmental problems, implementation of organizational innovations, etc. [48,49]. The outcomes obtained by researchers from different countries suggest two characteristic features of competitive companies.…”

Establishment of an Improved Material-Drilling Power Model to Support Energy Management of Drilling Processes

“…worldwide manufacturing industries' energy-saving potential is estimated to be 20% through 2050 [6]. Therefore, energy efficiency improvement of the manufacturing industry is identified as an important path for energy savings and climate change mitigation [1].…”

“…Nowadays, climate change has become one of the most imperative topics [1]. Manufacturing processes are partially responsible for climate change due to the emissions generated as a result of energy consumption [2].…”

Management control for sustainability : Activities and procedures for energy management in industrial companies

“…awareness, image, management system, energy strategy, energy audits and KPIs, management ambition and support) and structure (e.g. organisational structure, cooperation between units), have, in a recent literature review, been identified as playing a vital role for improving energy efficiency (Solnørdal and Foss, 2018) along with knowledge-related drivers and the importance of having well-functioning relations within the organisation and a committed top management (Lawrence et al, 2019).…”