Environmental considerations within manufacturing strategy: an international study

Abstract

This paper examines the relative importance of environmental management in four key areas of manufacturing strategy: competitive priorities, action programmes, performance improvement and improvement goals. Its overall position in manufacturing strategy is measured through the creation of an original index using data from the 2001 International Manufacturing Strategy Survey (IMSS). Results show that in a minority of firms environmental management is positively positioned. The index's relationships with indicators of innovation and performance in manufacturing are examined. Some significant results include capabilities in the areas of strategy formalization, strategic fit and ISO14001 certification. While results are specific to the IMSS context, implications may be drawn for resource-based view of the firm research on the application of resources and capabilities. An implication for policy makers is that the development of capabilities for strategy formalization and implementation should be incorporated into environmental policy.

Be Sustainable to Be Innovative: An Analysis of Their Mutual Reinforcement

“…Moreover, a survey research methodology is aligned with other studies published in the managerial literature on sustainability action programs and performance [6,64,65].…”

Determinants of international environmental strategies of Korean firms: An explorative case-study approach

“…The most commonly used unit of analysis has been the single company (Linnenluecke et al, 2009) or single industry (Christmann, 2004;Sharma and Henriques, 2005;Aragon-Correa et al, 2008). Across these cases, the industry focus has mainly been on manufacturing industries (Rivera-Camino, 2001;Kennelly and Lewis, 2002;Crowe and Brennan, 2007;Gonzalez-Benito and Gonzalez-Benito, 2010). This indicates that determinants identified across other industries, in particular services, still need to be addressed.…”

“…Drawing upon the resource-based view of the firm, studies of environmental management suggest that firms' resources and capabilities significantly determine the development and implementation of CES (Junquera and Ordiz, 2002;Crowe and Brennan, 2007;Aragon-Correa et al, 2008;Paulraj, 2009). It is argued that there are links between environmental proactivity, organisational competitive capabilities and complementary assets (Sharma and Ruud, 2003) and that resources and capabilities act as indicators for firms that positively adopt environmental management to their business strategies (Crowe and Brennan, 2007).…”

A Study of Green HR Practices and Its Effective Implementation in the Organization: A Review

“…There are a wide range of factors which influences the adoption of an environmental strategy by a company (Berry and Rondinelli, 1998) including financial performance (Sroufe, 2003), stakeholder pressure (González-Benito and González-Benito 2006) and corporate image (Suhaimi 2011) emerging to be the most important reasons. There is also a great deal of empirical research which highlights the impact of environment management practices on performance of the organization using a number of different indicators (Crowe andBrennan, 2007, Yang et al, 2010;Iraldo et al, 2009). Lado and Wilson (1994) defined the HRM system as "a set of distinct but interrelated activities, functions, and process that are directed at attracting, developing, and maintaining (or disposing of) a firm's human resources."…”