The examination on the drivers for green purchasing adoption among EMS 14001 certified companies in Malaysia

Abstract

If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. Abstract Purpose -The purpose of this paper is to examine the effect of four drivers, namely regulations (RG), customer pressures (CP), social responsibility (SR), and expected business benefits (EBB) on green purchasing (GP) in the Malaysian manufacturing sector. Design/methodology/approach -The Federation of Malaysian Manufacturers Directory 2007 and SIRIM organization, Malaysia, are the two sources provided the population units of 569, International Organization for Standardization 14001 certified manufacturing firms in Malaysia. Out of 569 firms, 132 (23.2 percent) positively responded for the mail survey on GP.Findings -The empirical findings of the study suggest that GP is affected by the drivers namely RG, CP, EBB, and firm ownership. The results also suggest that, although Malaysian firms show a high level of SR, it does not constitute a genuine driver for these firms to adopt GP.

The Impact of Green Marketing Strategy on the Firm's Performance in Malaysia

“…Punitha & Mohd Rasdi (2013) highlighted on the benefits and advantage that the companies will achieve as it involves in the green businesses for instance, superior financial and market performance. Literature in Malaysia shows that expected benefits, such as cost savings, marketing opportunities and financial returns from the sale of green products represent the important drivers for green initiatives (Eltayeb, Zailani, & Jayaraman, 2010). Similarly, Agbejule, Fernandez, & D'Espiney (2004) supported that the green products, process and services have become a central business strategy which driven by the competitive pressures and customer requirements.…”

Environmental Knowledge, Awareness, and Business School Students’ Intentions to Purchase Green Vehicles in Emerging Countries

“…Uncertainties regarding future access to fossil fuels, and the significant volume of carbon emissions being produced have been widely recognized as the current millennium's largest challenges [1]. These environmental concerns have emerged as burning issues; for governments, societies, and business organizations [2]. In an era of globalization and connectivity, environmental degradation is being accelerated by the ever-increasing transportation sector, and will be further exacerbated as millions of people in the growing middle class in emerging countries begin to drive their own first car.…”

“…Environmental degradation is in large part due to motorized vehicles that emit large volumes of unhealthy emissions such as CO 2 . Evidence of global warming, the greenhouse effect, climate change, pollution, and acid rain have raised people's consciousness on environmental awareness and green consumption.…”

“…A possible solution to the environmental problem is to use green vehicles that produce zero direct emissions and reduce oil dependency [2]. Green vehicles include electric cars, hybrid cars, and all those cars that run on alternative fuels.…”

An Ontology-Based Knowledge Modelling for a Sustainability Assessment Domain

“…The general aim of it is to provide a complete evaluation of the various aspects of businesses, processes and services. For example, the measures in relation to the main purchasing processes [14] may refer to the following issues: make or buy, supply market analysis [48], spend analysis [49,50], sourcing strategy [51,52], specs definition [53,54], supplier selection and contracting [52,55], supplier development [51,56], management of the order cycle [52], supplier involvement in NPD (new product development) [55,57], supplier integration in order fulfilment, supplier evaluation [52,53,56] and collaboration processes [58,59].…”