Environmental management in Brazil: is it a completely competitive priority?

Jabbour, Charbel José Chiappetta; Silva, Eliciane Maria da; Paiva, Ely Laureano; Santos, Fernando César Almada

doi:10.1016/j.jclepro.2011.09.003

Cited by 96 publications

(82 citation statements)

References 74 publications

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“…This involves identification and exploration of the practices involved in engaging the workforce in environmental sustainability. Thus far, research is primarily conceptual, with the development of concepts and theoretical propositions or, empirical utilizing quantitative methods of data collection and analysis (Chen & Chang, 2013;Jabbour, Jugend, Jabbour, Gunasekaran, & Latan, 2015;Jabbour et al, 2012;Jabbour, 2013b;Paillé et al, 2014, Tatoglu et al, 2014.…”

Section: Introductionmentioning

confidence: 99%

Green human resource management: a comparative qualitative case study of a United States multinational corporation

Haddock-Millar

Sanyal

Müller‐Camen

2015

The International Journal of Human Resource Management

232

154

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This article explores the ways in which a multinational company approaches green human resource management (HRM) in its British, German and Swedish subsidiaries. The authors analyse the similarities and differences in Green HRM approaches in these three European subsidiaries of a US restaurant chain. This enables the comparison of Green HRM practices and behaviours, and considers the factors that influence the subsidiaries in this particular domain. Therefore, this research addresses the current lack of international comparative research in the field of Green HRM. The methodological approach is a multicase study with 50 participants, using semi-structured interviews and focus groups. The results present evidence of proactive environmental management, reflected through a range of operational and people-centred initiatives across the three European countries. Although there is an overarching commitment to environmental sustainability, the positioning and alignment of the environment and HR function differ amongst the subsidiaries, as does the way in which the subsidiaries choose to engage the workforce in environmental sustainability. The study identified a number of factors that explain the differences in approaches including, amongst others, strategic and performance drivers and cultural dimensions, such as relationships with key stakeholders.

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Section: Introductionmentioning

confidence: 99%

Green human resource management: a comparative qualitative case study of a United States multinational corporation

Haddock-Millar

Sanyal

Müller‐Camen

2015

The International Journal of Human Resource Management

232

154

View full text Add to dashboard Cite

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“…On the other hand, it does not involve changes in the operations and internalization of costs. Even though it might seem attractive, this choice also has the shortcomings, as it would not lead to the development of competitive resources for the firm (Jabbour et al, 2012).…”

Section: Discussionmentioning

confidence: 99%

“…Exploratory studies in Brazil have identified different profiles of environmental management among ISO 14001 certified firms (Gavronski et al, 2012;Jabbour et al, 2012). In general, the adoption of environmental standards is often considered a proactive environmental strategy that goes beyond compliance and has positive impacts on environmental management (Delmas & Toffel, 2008;Gavronski, Ferrer, & Paiva, 2008).…”

Section: Voluntary Normsmentioning

confidence: 99%

“…This implies that firms can superficially address environmental demands in search for legitimacy and not effectively change their practices (Aravind & Christmann, 2011). While there is a substantial body of literature concerning competitiveness of environmental policies, implementation of environmental practices is frequently taken for granted (Clarkson et al, 2011;Dowell, Hart, & Yeung, 2000;Jabbour, Silva, Paiva, & Almada Santos, 2012).…”

Section: Introductionmentioning

confidence: 99%

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Drivers of environmental management in the Brazilian context

Berardi

Brito²

2015

BAR, Braz. Adm. Rev.

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The demand for improved environmental practices inside firms has increased around the world. However, in the process of implementation of environmental management, policy may be decoupled from practice, generating doubts about its effectiveness. This study investigates an overlooked middle step in the environmental management process, analyzing the strength of the main environmental drivers in improving environmental practices inside firms. We developed a set of hypotheses about the influence regulation, voluntary norms and stakeholder pressure have upon environmental management practices, considering the institutional context and different enforcement of these drivers. We use a cross-sectional survey of 150 Brazilian firms to gather information about environmental management and test our hypotheses in a Structural Equation Model. The findings confirm the importance of command and control instruments as well as stakeholder pressure in promoting better environmental practices inside firms. Yet, the results demonstrate that voluntary norms did not influence management practices even though they were perceived as a market opportunity.

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“…the 3Rs (reduce, reutilize and recycle), and the environmental management area appears more prominent in the organizational structure of such companies. However, this preventive approach does not necessarily create a competetive advantage in cost, quality, and flexibility and it does not deliver what a proactive approach could disseminate [14].…”

Section: Introductionmentioning

confidence: 99%

Rationalizing the Use of Water in Industry—Part 1: Summary of the Instruments Developed by the Clean Technology Network in the State of Bahia and Main Results Obtained

Kiperstok¹,

Esquerre²,

Kalid³

et al. 2013

JEP

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Based on cleaner production concepts, a method for water use minimization has been developed by the Clean Technology Network of Bahia (TECLIM) at one of the largest industrial complexes in Latin America located in the State of Bahia, Brazil. This method is concerned with an area of secondary interest to the productive sector: the use of water. Based on the best cleaner production principles (CP), nine instruments have been developed during cooperative projects with chemical, petrochemical and copper metallurgical industries. These instruments are described in Part 2 of this paper [1]. The main benefits derived from partnership schemes include: a reduction in water consumption and effluent generation; the development of a techno-operational culture to increase eco-efficiency; and the introduction of conceptual projects to ensure the continuity of the activities in the company after the projects have been completed. The specific consumption of water was reduced by 20% as a consequence of the application of this method in Company A; a specific reduction in the generation of effluents of more than 40% was observed in Company B; a 42% fall in fresh water consumption in Company C; and a 20% decrease in the cost of effluent treatment in Company D. Among the difficulties encountered were the limited time availability of the operators and engineers for the project, the lack of measurement and calibration of available flow meters and the lack of detailed technical data.

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Environmental management in Brazil: is it a completely competitive priority?

Cited by 96 publications

References 74 publications

Green human resource management: a comparative qualitative case study of a United States multinational corporation

Green human resource management: a comparative qualitative case study of a United States multinational corporation

Drivers of environmental management in the Brazilian context

Rationalizing the Use of Water in Industry—Part 1: Summary of the Instruments Developed by the Clean Technology Network in the State of Bahia and Main Results Obtained

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