Linking Environmental Management to Environmental Performance: The Interactive Role of Industry Context

2017 ◽  
Vol 27 (3) ◽  
pp. 359-374 ◽  
Author(s):  
Julia Hartmann ◽  
Stephan Vachon
Keyword(s):  
Environmental Management ◽  
Environmental Performance

scholarly journals The role of green supply chain management practices on environmental performance in the hydrocarbon industry of Bahrain: Testing the moderation of green innovation

2021 ◽  
Vol 9 (2) ◽  
pp. 265-276 ◽  
Author(s):  
Saad Darwish ◽  
Syed Mir Muhammad Shah ◽  
Umair Ahmed
Keyword(s):  
Environmental Management ◽  
Supply Chain ◽  
Environmental Performance ◽  
Management Practices ◽  
Green Supply Chain ◽  
Green Innovation ◽  
Environmental Cooperation ◽  
The Impact ◽  
Moderating Role

Recently, environmental degradation has become a global issue, and a green supply chain has been considered as the appropriate solution for it. Also, this issue gets the intentions of recent researchers. Thus, the current article aims to examine the impact of green supply chain practices such as green purchase, internal environmental management, and customer environmental cooperation on environment performance in Bahrain. The goal also includes examining the moderating role of green innovation among the nexus of green purchase, internal environmental management, customer environmental cooperation, and environmental performance in Bahrain. The primary data collection method has been executed by the study and collected data by using questionnaires. The employees of the supply chain department of the hydrocarbon industry in Bahrain are the respondents. The statistical results show that green purchase, internal environmental management and customer environmental cooperation have positive relationships with environmental performance. The outcomes also exposed that green innovation has played an influential moderating role among the nexus of green purchase, internal environmental management, customer environmental cooperation, and environmental performance in Bahrain. These findings provide guidelines to the regulators that they should develop effective policies related to the implementation of supply chain practices that improve environmental performance.

The circular economy, environmental performance and environmental management systems: the role of absorptive capacity

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Luca Marrucci ◽  
Tiberio Daddi ◽  
Fabio Iraldo
Keyword(s):  
Environmental Management ◽  
Absorptive Capacity ◽  
Circular Economy ◽  
Environmental Performance ◽  
Structural Equation ◽  
Environmental Management System ◽  
General Interest ◽  
Environmental Certification ◽  
Content Type

Purpose Despite the general interest in the circular economy, organisations have difficulties in implementing circular practices. Developing absorptive capacity (ACAP) may foster circularity among organisations. The paper aims to shed light on relationship between ACAP and organisational performance. Design/methodology/approach To empirically investigate the contribution of ACAP in circular economy implementation, the authors analysed a European sample of more than 800 Eco-Management and Audit Scheme-registered organisations through partial least squares structural equation modelling. Findings The analysis demonstrates that ACAP and the underlying organisational activities of a firm significantly facilitate the implementation of a circular economy and the internalisation of an environmental management system (EMS), which consequently improve the overall performance of organisations. The authors found that the diffusion of the circular economy in the organisations’ environment does not affect their commitment to implement a circular economy. Originality/value The study expands the academic literature by framing the concept of the circular economy with ACAP theory, thereby highlighting the contribution of acquisition, assimilation, transformation and exploitation. The results also provide useful insights for practitioners highlighting how organisations with an environmental certification can identify and pursue opportunities deriving from a circular economy. Finally, the research contributes to the debate on the effect of internalising EMSs and how ACAP improves economic performance, environmental performance and reputation.

scholarly journals How to Avoid Pigeonholing the Environmental Manager ?

2018 ◽  
Author(s):  
Julien Boucher ◽  
Clotilde Jenny ◽  
Zara Plummer ◽  
Gerhard Schneider
Keyword(s):  
Environmental Management ◽  
Environmental Performance ◽  
Proper Efficiency ◽  
Environmental Action ◽  
Vicious Cycle ◽  
Human Motivation ◽  
Action Model ◽  
Virtuous Cycle ◽  
Sustainability Policy

The research investigates the role the environmental manager plays to ensure a successful (or not) implementation of environmental performance within an organization. It is based on interviews of 5-7 actors per company within a sample of 7 companies (42 interviews). We build upon bias of perception of the various actors interviewed within each company to define 4 paradoxes related to the roles and mission of the environmental manager that hinder proper efficiency of environmental management at company level. Paradox 1 is that no one takes ownership of environmental performance within the organization. Paradox 2 is that the environmental manager is in an awkward situation vis-à-vis his boss. Paradox 3 is that the role of the environmental manager is ambiguous vis-à-vis employees. Paradox 4 is that corporate and product approaches are decoupled. We suggest that these paradoxes interact and form a vicious cycle that may in part be responsible for the environmental decoupling phenomenon – the fact that companies often adopt a sustainability policy symbolically without implementing it substantively. Our research suggests that, by leveraging the leadership of the environmental manager through organizational and motivational measures, the vicious cycle can be transformed into a virtuous cycle and the human motivation can become a driver for green change within corporations. We proposed the SEA (Shaping Environmental Action) model based of 4 pillars: information, motivation, organization and strategy.

scholarly journals The Influence of Green Supply Chain on Environment Performance of Government Organization in Turkey: Mediating Role of Organizational Support

2019 ◽  
Vol 1 (2) ◽  
pp. 63-73
Author(s):  
Suhaib Aamir ◽  
Faseeh ur Raheem
Keyword(s):  
Environmental Management ◽  
Supply Chain ◽  
Organizational Support ◽  
Environmental Performance ◽  
Essential Element ◽  
Green Supply Chain ◽  
Government Organization ◽  
Mediating Role ◽  
Green Purchasing

The environmental issues are growing over time, and green supply chain is considered as the essential element to improve the environment around the globe and attain the focus of recent researchers. Thus, the current study purpose is to examine the influence of green supply chain dimensions such as eco-design, green purchasing and internal environmental management on the environmental performance of government organization in Turkey. The goals also include the examination of the mediating role of organizational support among the nexus of eco-design, green purchasing, internal environmental management and environmental performance of government organization in Turkey. The data were gathered with the help of survey questionnaires from the supply chain activities related employees of government organizations, while AMOS has been employed for analysis purpose. The results revealed that green supply chain dimensions such as eco-design, green purchasing and internal environmental management have a positive association with the environmental performance of government organization in Turkey. The results also exposed that organizational support positively mediates among the nexus of green supply chain dimensions such as eco-design, green purchasing and internal environmental management and environmental performance of government organization in Turkey. These findings are suitable for the new researchers who want to examine this area in future along with the regulators who want to develop the policies related to the environmental performance that could enhance the economic growth around the globe.

scholarly journals How to Avoid Pigeonholing the Environmental Manager?

2018 ◽  
Vol 10 (7) ◽  
pp. 2538 ◽  
Author(s):  
Julien Boucher ◽  
Clotilde Jenny ◽  
Zara Plummer ◽  
Gerhard Schneider
Keyword(s):  
Environmental Management ◽  
Environmental Performance ◽  
Proper Efficiency ◽  
Environmental Action ◽  
Vicious Cycle ◽  
Human Motivation ◽  
Action Model ◽  
Virtuous Cycle ◽  
Sustainability Policy

The research investigates the role the environmental manager plays to ensure a successful (or not) implementation of environmental performance within an organization. It is based on interviews of 5–7 actors per company within a sample of 7 companies (42 interviews). We build upon bias of perception of the various actors interviewed within each company to define 4 paradoxes related to the roles and mission of the environmental manager that hinder proper efficiency of environmental management at company level. Paradox 1 is that no one takes ownership of environmental performance within the organization. Paradox 2 is that the environmental manager is in an awkward situation vis-à-vis his boss. Paradox 3 is that the role of the environmental manager in relation to employees is ambiguous. Paradox 4 is that corporate and product approaches are decoupled. We suggest that these paradoxes interact and form a vicious cycle that may, in part, be responsible for the environmental decoupling phenomenon—companies often adopt a sustainability policy symbolically without implementing it substantively. Our research suggests that, by leveraging the leadership of the environmental manager through organizational and motivational measures, the vicious cycle can be transformed into a virtuous cycle and the human motivation can become a driver for green change within corporations. We proposed the SEA (Shaping Environmental Action) model based of 4 pillars: information, motivation, organization, and strategy.

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