2018
DOI: 10.1108/sampj-07-2017-0067
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What energy management practice can learn from research on energy culture?

Abstract: Purpose This investigation aims to reframe the sizeable literature on barriers and drivers for energy efficiency measures (EEMs) and the phenomenon of the energy efficiency gap. The authors identify a gap between academic methods and industrial needs, as well as a neglect of the cultural dimension, despite its considerable impact. On the basis of this insight, the purpose of this paper is to integrate all of the various influences on industrial energy behavior previously identified in the literature in a refin… Show more

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Cited by 25 publications
(15 citation statements)
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“…All authors have read and agreed to the published version of the manuscript. [14,[77][78][79][80][81][82][83] 8 Sustainability-oriented innovation, including eco-innovation [84][85][86][87][88][89][90][91] 8 Sustainable performance measurement [92][93][94][95][96][97] 6 CSR and corporate financial performance [98][99][100][101][102][103] 6 Environmental management [104][105][106][107][108] 5 Disclosure [43,56,109,110].…”
Section: Conclusion Implications and Future Researchmentioning
confidence: 99%
“…All authors have read and agreed to the published version of the manuscript. [14,[77][78][79][80][81][82][83] 8 Sustainability-oriented innovation, including eco-innovation [84][85][86][87][88][89][90][91] 8 Sustainable performance measurement [92][93][94][95][96][97] 6 CSR and corporate financial performance [98][99][100][101][102][103] 6 Environmental management [104][105][106][107][108] 5 Disclosure [43,56,109,110].…”
Section: Conclusion Implications and Future Researchmentioning
confidence: 99%
“…With regard to the suggested approach, corrective actions can be taken in the following areas. First, through a system of objectives and their decomposition among different structures; second, through the composition of divisions that are interconnected by certain relations; third, through distribution of tasks and functions across all divisions; fourth, through allocation of responsibilities, rights and authority within the organization; fifth, through the information flow and the document flow used; sixth, through the behavioral attitudes of staff continuously entering into various mutual relations to address development objectives [110][111][112][113]. The area and the scale of corrective actions as regards the management of energy saving and energy efficiency improvement, as well as the extent of changes in the behavioral system of staff relations, will be largely determined by the selected option of positioning (Figure 3).…”
Section: Managing the Changes In Energy Saving And Energy Efficiency mentioning
confidence: 99%
“…Trianni et al (2017b) also address how drivers can affect the investment decision-making process by influencing barriers. For example, people with real ambition are important for corporate culture, which has been identified as a factor that should be recognised in the context of energy management (May et al, 2016;Rotzek et al, 2018), and to overcome barriers early in the decision-making process, i.e. to generate awareness and identify opportunities (Trianni et al, 2017b).…”
Section: Research Questionmentioning
confidence: 99%
“…The role of having someone with 'real ambition', or a 'champion' (for example, an energy manager or an engaged top management), has been highlighted in previous research; they are important for enforcing values and routines and creating awareness, influencing corporate culture (May et al, 2016;Rotzek et al, 2018), for energy management and energy efficiency, and overcoming behavioural barriers, e.g. related to priorities, lack of interest, and not sharing objectives (Trianni et al, 2017b).…”
Section: Paper IVmentioning
confidence: 99%
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