2013
DOI: 10.1016/j.apenergy.2012.11.027
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Strategic perspectives on energy management: A case study in the process industry

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Cited by 96 publications
(52 citation statements)
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“…Many other companies stated that they communicate energy-related goals and principles only verbally. A study by Rudberg et al (2013) additionally illustrates that energy is not treated strategically even in energy-intensive companies. They identified in their single-case study of a Swedish chemical company several obstacles that hinder energy being treated strategically, for example poor organizational integration of energy management or the perception that energy is not "core" for the business due to a relatively small share of energy costs within total costs.…”
Section: Strategy/planningmentioning
confidence: 99%
See 1 more Smart Citation
“…Many other companies stated that they communicate energy-related goals and principles only verbally. A study by Rudberg et al (2013) additionally illustrates that energy is not treated strategically even in energy-intensive companies. They identified in their single-case study of a Swedish chemical company several obstacles that hinder energy being treated strategically, for example poor organizational integration of energy management or the perception that energy is not "core" for the business due to a relatively small share of energy costs within total costs.…”
Section: Strategy/planningmentioning
confidence: 99%
“…They identified in their single-case study of a Swedish chemical company several obstacles that hinder energy being treated strategically, for example poor organizational integration of energy management or the perception that energy is not "core" for the business due to a relatively small share of energy costs within total costs. Rudberg et al (2013) argue that the main prerequisites for establishing a strategic perspective on a company's energy system are political continuity regarding energy issues as an external factor and the establishment of an energy manager who has the main responsibility for the energy management in a company as well as the possibility to integrate energy planning and initiate energy-saving activities corporate-wide as an internal factor.…”
Section: Strategy/planningmentioning
confidence: 99%
“…Energy costs in many customers' industries can make up 5%-15% of the total added value (Thollander and Ottosson, 2010), and reducing these costs can increase competitive advantage in the future, thus making energy services an interesting aspect for many actors (cf. Rudberg et al, 2013). Energy companies providing energy services offer an opportunity to reduce customers' energy usage, while capturing business opportunities, which may, at the same time, increase revenues.…”
Section: Resultsmentioning
confidence: 99%
“…Na osnovu pregleda literature, može se zaključiti da veliki broj objavljenih radova u literaturi razmatra menadžment energije i energetsku efikasnost u različitim industrijama [1, 9,10,12,13,14,15,16,17,18,19,20,21,22,23,24,25]. Neki od radova navode standard ISO 50001 kao referencu za uspostavljanje sistema menadžmenta energije.…”
Section: Postavke Analizeunclassified