Strategic responses to environmental performance monitoring barriers: a case study of Malaysian Government green procurement

Abstract

Purpose This study aims to investigate the potential influence of organisational responses to conflicting institutional demands towards barriers to environmental performance (EP) monitoring of government green procurement (GGP) in Malaysia. Design/methodology/approach The paper used a qualitative methodology based on a single case study involving policymakers, procurement officials and a monitoring authority. The study data were analysed drawing on the perspectives of organisational responses to conflicting institutional demands. Findings The three key challenges that hindered EP monitoring of GGP in Malaysia were policy irregularities, knowledge asymmetry and communication gaps. These challenges are likely the consequences of the acquiescence, avoidance, compromise and defiance strategies commonly used in dealing with the institutional complexity faced in Malaysia’s public policy arena. Practical implications The government, at various institutional levels, may benefit from the theoretical and empirical findings of the case study. Knowledge of barriers can facilitate the policymakers in designing the monitoring process meticulously. Meanwhile, awareness of the influence of organisational responses to institutional complexity on GGP barriers can help redefine field actors’ interests and values in improving policy monitoring. In addition, reporting of the monitored EP bridges the institutional gaps between the macro-state level and the micro-organisational level of GGP, besides increasing the government’s transparency and accountability regarding green procurement. Social implications Fewer challenges in the EP monitoring system contribute to an improved GGP policy. In turn, an improved policy may enhance public health and reduce environmental degradation. Originality/value The study contributes to the GGP monitoring and institutional theory by showing that barriers to EP monitoring culminate from the organisational response to the institutional demands faced in the policy environment. The authors argue that this is one of the few studies that have examined the barriers to EP monitoring of public policy explicated in the context of organisational responses to institutional demands.

Sustainability reporting, institutional pressures and universities: evidence from the Spanish setting

“…Table 1 summarizes the main sources of institutional pressure divided into regulations, policies, strategies and standards according to their geographical origin. The heterogeneity in the sources of institutional pressure could suppose that Spanish public universities adopt different behaviours to deal with the institutional complexity that they have to face (Vejaratnam et al, 2023). SAMPJ 3.…”

“…Within the broader field of institutional theory, Oliver's (1991) framework is appropriate when organizations are faced with institutional complexity and may respond to external pressures by adopting different strategies (Haraldsson and Tagesson, 2014;Vejaratnam et al, 2023). In particular, this theoretical framework explains that "organizational behaviour may vary from passive conformity to active resistance in response to institutional pressures, depending on the nature and context of the pressures themselves" (Oliver, 1991, p. 146).…”

“…The acquiescence strategy is materialized in three main tactics: habit, imitation and compliance, and it proposes that organizations conform to institutional pressures to enhance legitimacy and social support (Vejaratnam et al, 2023). The compromise strategy demonstrates how organizations respond to conflicting or inconsistent institutional pressures through the tactics of balancing, pacifying or bargaining (Haraldsson and Tagesson, 2014;Wijethilake et al, 2017).…”