Identifying Firm Capabilities as Drivers of Environmental Management and Sustainability Practices – Evidence from Small and Medium‐Sized Manufacturers

Hofmann, Kay H.; Theyel, Gregory; Wood, Craig H.

doi:10.1002/bse.739

Cited by 213 publications

(269 citation statements)

References 85 publications

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“…In this context, SMEs are further encouraged to implement sustainable practices (Fassin 2008;Hofmann et al 2012). On the one hand, SD is often presented as a business imperative that firms should adopt because doing so is in their best interest (Banerjee 2008;Besser 2012): the arguments that are used to convince SMEs to establish SD practices generally reflect the ''business case'' approach (Carroll and Shabana 2010).…”

Section: Introductionmentioning

confidence: 99%

Do Entrepreneurial SMEs Perform Better Because They are More Responsible?

2016

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Many scholars have investigated the direct impact of entrepreneurial orientation (EO) on performance, but this direct association seems both spurious and ambiguous because many parameters may have an indirect influence on this relationship. The present study thus considers sustainable practices-environmental practices, social practices in the workplace (SPW), and social practices in the community (SPC)-as three probable mediators in the relationship between EO and performance, which is considered in terms of its financial and non-financial dimensions. We seek to show to what extent small-and medium-sized enterprises' (SMEs) sustainable practices are useful assets, which are supported by EO, to improve performance. Using a structural equation modeling approach, data collected from 406 French SMEs were tested against the model. Our findings reveal that EO has a positive impact on the implementation of sustainable practices and that SPW partially mediate the link between EO and performance. Taken together, these findings suggest that EO plays a role in indirectly promoting performance by enhancing certain human resource management practices.

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Section: Introductionmentioning

confidence: 99%

Do Entrepreneurial SMEs Perform Better Because They are More Responsible?

2016

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“…Certification to ISO 14001 (BSI, 2004), for example, has been the subject of numerous studies (e.g. Brammer et al, 2012;Daddi et al, 2011;Hofmann et al, 2012;Uhlaner et al, 2012), and others have linked ISO 14001 (BSI, 2004) with effective SCM (Asif et al 2013;Curkovic and Sroufe, 2011;Darnall et al 2008;Delmas and Montiel, 2009). However, as Schweber (2013) remarks, research tends to focus on the technical features of assessment tools or standards, and hence little attention is devoted to the people or processes responsible for using them; this despite the need for learning and absorption of new knowledge over time (Maon et al, 2009).…”

Section: Introductionmentioning

confidence: 99%

Implementing sustainability in small and medium-sized construction firms

Upstill-Goddard¹,

Glass

Dainty

et al. 2016

Engineering, Construction and Architectural Management

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Citation: UPSTILL-GODDARD, J.D., 2016. Implementing sustainability in small and medium-sized construction firms: the role of absorptive capacity.Engineering, Construction and Architectural Management, 23(4), pp. Additional Information:• This paper was accepted for publication in the journal Engineering, Construction and Architectural Management. Design/methodology/approach -Taking an organisational learning and absorptive capacity (ACAP) perspective, this research uses the case study approach and abductive logic to understand what role learning plays with regard to sustainability standard implementation.Findings -The results reveal that strong communication channels and commitment to training programmes increase the capacity for implementing standards, but that SMEs tend only to approach standards if they see immediate financial benefits stemming from their implementation.Practical implications -SMEs provide a challenging context for the implementation of sustainability standards unless there are significant external levers and extrinsic motivation for them to be embraced. Care should be taken in incorporating these aspects into the future design of standards that are more aligned with SME needs.Social implications -Stakeholders should seek to apply pressure to firms to positively influence engagement with sustainability standards.2 Originality/value -The role and importance of ACAP is an underdeveloped debate in the certification field. This study is the first that links the process of implementing a standard with the ACAP of an organisation.

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“…37.5 percent of the analyzed studies indicate the first area containing practices that use education, and attitudes management (Hardeep, Sanjay , Swati, & Tarun, 2015) (Roxas & Chadee , 2012) (Howarth & Fredericks , 2012)(Hernandez-Pardo, Bhamra, & Bahmra, 2013) (Stewart & Gapp , 2012) (Nagypál, 2013), the second area from 50% of the studies contain management programs including certifications, management models and adoption of technology for management, in pursuit of the careful management of the environment (Massa, Farneti, & Scappini , 2015) (Windolph, Schaltegger, & Herzig, 2014) (Omri , 2015) (Nejati, Amran, Ahmad , & , 2014) (Halme & Korpela , 2013) (Hatak , Floh, & Zauner , 2015) (Uhlaner, LBerent-Braun, Jeurissen, & de Wit , 2011) (Hofmann, Theyel, & Wood, 2012), and finally the specific practices in MSMEs (Bos-Brouwers, 2009) (Chukwuemeka, Nkamnebe , & Amobi , 2013) that they include waste separation systems, energy saving policies, reducing resources in production and packaging, emissions control, reduction of the features offered in products and biodiverse use friendly alternatives.…”

Section: Table 3 Procedence Of Articlesmentioning

confidence: 99%

“…Procedence (Hardeep, Sanjay , Swati, & Tarun, 2015) India (Massa, Farneti, & Scappini , 2015) Italy (Roxas & Chadee , 2012) Philippines (Windolph, Schaltegger, & Herzig, 2014) Germany (Omri , 2015) Tunisia (Nejati, Amran, Ahmad , & , 2014) Malaysia (Howarth & Fredericks , 2012) United Kingdom (Hernandez-Pardo, Bhamra, & Bahmra, 2013) Colombia (Halme & Korpela , 2013) Finland (Stewart & Gapp , 2012) Australia (Hatak , Floh, & Zauner , 2015) Austria (Bos-Brouwers, 2009) Germany (Nagypál, 2013) Hungary (Uhlaner, LBerent-Braun, Jeurissen, & de Wit , 2011) Netherlands (Hofmann, Theyel, & Wood, 2012) United States (Chukwuemeka, Nkamnebe , & Amobi , 2013) Nigeria…”

Section: Authorsmentioning

confidence: 99%

“…Emerging practices (Hardeep, Sanjay , Swati, & Tarun, 2015) Educational development programs for community social responsibility (Massa, Farneti, & Scappini , 2015) Sustainable management control (Roxas & Chadee , 2012) Control of attitudes for managing sustainability strategies (Windolph, Schaltegger, & Herzig, 2014) Certifications management by network for the management of sustainable development (Omri , 2015) Innovation and environmental performance (Nejati, Amran, Ahmad , & , 2014) The influence of the stakeholders and environmental responsibility (Howarth & Fredericks , 2012) Change managerial attitudes and empowerment for change sustainability (Hernandez-Pardo, Bhamra, & Bahmra, 2013) Changing perceptions towards sustainable products or services (Halme & Korpela , 2013) Analysis of innovation for sustainable development (Stewart & Gapp , 2012) Inclusion of people their perspectives and attitudes in the sustainable management (Hatak , Floh, & Zauner , 2015) Comprehensive change management models for sustainable organizations (Bos-Brouwers, 2009) Waste separation systems, energy saving policies, reducing resources in production and packaging, emissions control, reduction of the features offered in products and biodiverse use friendly alternatives (Nagypál, 2013) Study of social expectations for companies (Uhlaner, LBerent-Braun, Jeurissen, & de Wit , 2011) Factors influencing environmental management practices: family, tangibility, financial resources, perceived profitability (Hofmann, Theyel, & Wood, 2012) Adoption of computer technology for the manufacture of products, long-term partnerships for environmental management (Chukwuemeka, Nkamnebe , & Amobi , 2013) Respect for public policy…”

Section: Authorsmentioning

confidence: 99%

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Emerging Environmental Sustainability Practices In Msme's

Domínguez-A.¹,

Jiménez²,

Quiñones³

et al. 2015

SMQ

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This article intends to show the results of the review of literature of studies of emerging environmental sustainability practices in micro, small and medium enterprises (MSMEs) in the last five years (2010)(2011)(2012)(2013)(2014)(2015) . The method used to review and evaluate the literature was based on the seven-step synthesis for research: problem formulation, literature search, obtaining information of studies assessing the quality of studies, analysis and integration results, interpretation of evidence and presentation of results. We evaluated 16 studies from 15 different countries, with a sample of more than 300 different companies. The findings suggest the existence of at least five emerging practices that promote environmental sustainability in MSMEs.

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Identifying Firm Capabilities as Drivers of Environmental Management and Sustainability Practices – Evidence from Small and Medium‐Sized Manufacturers

Cited by 213 publications

References 85 publications

Do Entrepreneurial SMEs Perform Better Because They are More Responsible?

Do Entrepreneurial SMEs Perform Better Because They are More Responsible?

Implementing sustainability in small and medium-sized construction firms

Emerging Environmental Sustainability Practices In Msme's

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