Linking environmental management practices and organizational citizenship behaviour for the environment: a social exchange perspective

This paper reports a field study on the relationship between environmental management practices and organizational citizenship behaviour for the environment via exchange process (i.e. perceived superior support, perceived organizational support and employee commitment). Results from a survey conducted with 407 employees from several organizations suggest that employee is more likely to make extra environmental efforts if he/she perceives that the organization supports his/her supervisor by granting him/her the decision-making latitude and necessary resources to engage in pro-environmental behaviour.     

Manufacturing strategy implementation and cost management systems effectiveness

The fit between manufacturing strategy and the use of cost management systems that could effectively support a firm's information needs in strategic and operational decision-making is prerequisite for a firm's ability to attain desired objectives in its value chain. The primary purpose of this study is to examine the relationship between the use of just-in-time and electronic data interchange systems, as an important dimension of a firm's manufacturing strategy, and the perceptions of top financial officers about the effectiveness of cost management systems in supporting strategic and operational decision needs. The results for the research hypothesis, which was examined using a sample of 604 manufacturing organizations in the USA, provided some support for the argument that perceptions of effectiveness of a firm's CMS can be a valid indicator of how well is the CMS designed to support strategic and operational decision needs that are necessary for the implementation of a firm's manufacturing strategy.     

Determinants of environmental management systems standards implementation: evidence from Greek industry

This paper employs logistic regression analysis to test a model that predicts the implementation or non‐implementation of Environmental Management Systems Standards (EMSSs) by considering various factors as explanatory variables. The dependent variable is dichotomous: industrial firms either implementing or not implementing EMSSs. From past experience we identify 15 major variables contributing to implementation of EMSSs. A sample of 259 respondents (84 implementing and 175 not) is used to estimate the parameters of the logistic regression model employing maximum likelihood. The results show an overall significant model with four of the 15 variables significant. The significance of management perception of environmental issues on their decision to implement EMSS was confirmed with regards to their perception on win–win possibilities. Pressure on companies to improve their environmental performance does not result in higher uptake of the standards. Company image and size are important factors in its decision to implement EMSS. Copyright © 2002 John Wiley & Sons, Ltd. and ERP Environment     

An integral model for the implementation of environmental policy strategy

This article responds to demands for a more in‐depth study on how to implement an environmental policy strategy (EPS). Following the strategic choice framework, this study seeks to address this issue by testing a theoretical model of several managerial and organisational variables associated with a firm's EPS. The managerial variables examined include managers' perceptions of environmental pressures, managers' consciousness of environmental problems, and managers' perceptions of the potential benefits associated with the implementation of an EPS. The organisational variables that are investigated relate to the structure, systems, and processes of the representative organisations. Control variables include the firm's industrial sector, its country of origin, its size, and its international character. A model based on structural equations with the weighted least squares estimation method is used to test the hypotheses in a large sample of firms. The results confirm the need to consider a multidisciplinary view of the implementation of an EPS.     

Really changing the course: the limitations of environmental management systems for innovation

The paper broadens the scope of environmental management system (EMS) research by describing how EMSs can contribute to inertia in present production systems. In conjunction with other factors this inertia can inhibit dramatic shifts toward more sustainable technologies and systems. Our approach builds upon technological lock‐in theory, which focuses on market coordination and technological interdependencies as generators of inertia in technological systems. Building on this framework, we call attention to previously under appreciated non‐market social forces and institutional structures that can further reinforce lock‐in. We argue that the co‐evolutionary mechanisms that generate increasing returns for physical technologies may also be applied to social technologies, such as management systems. The paper describes the emergence of ‘EMS lock‐in’ as a path dependent evolution occurring within the context of the larger quality management paradigm. While EMS may initially produce improvements in environmental performance, EMS may also constrain organizational focus to the exploitation of present production systems, rather than exploring for superior innovations that are discontinuous. The paper questions the enthusiastic private and public sector support for EMS implementation and instead recommends an ambidextrous management approach that integrates foresight and broader stakeholder collaboration. Copyright © 2006 John Wiley & Sons, Ltd and ERP Environment.     

Compensation systems for green strategy implementation: parametric and non‐parametric approaches

This paper presents a design for compensation systems for green strategy implementation based on parametric and non‐parametric approaches. The purpose of the analysis is to use formal modeling to explain the issues that arise with the multi‐task problem of implementing an environmental strategy in addition to an already existing profit‐oriented strategy. For the first class of compensation systems (parametric), a multi‐task model is used as a basis. For the second class of compensation systems (non‐parametric), data envelopment analysis is applied.Copyright © 2003 John Wiley & Sons, Ltd. and ERP Environment     

A systems approach to regional energy/environment management

Energy and environmental systems have become a well-established component of national and regional planning and management. The University of Wisconsin, in collaboration with the International Institute for Applied Systems Analysis and other institutions, has over the past several years conducted a number of case studies in which a family of energy/environment models was developed and applied to the assessment of alternative policies. This linked set of models, which treats energy demand, energy supply, and environmental impacts, has provided long-term planning information to a spectrum of public and private institutions in the regions studied.     

New instruments – old practices? The implications of environmental management systems and extended producer responsibility for design for the environment

As the focus of environmental policy and management is shifting from cleaner production at the process level towards greener products, there is a need for new kinds of policy instruments and initiatives. Environmental management systems (EMSs) and extended producer responsibility (EPR) systems are efforts to overcome the limitations of the traditional regulatory approach. In this paper, I illustrate how EMSs and EPR systems have influenced the emergence of greener products in three case companies. These case studies are complemented by results from a survey on design for the environment in the electrical and electronics industry. Both the case studies and the survey indicate that the linkage between EMSs and product development is weak or completely missing. Therefore, the mere existence of an EMS can hardly be used as a convincing indicator of the implementation of an environmentally friendly design process. The results regarding the EPR systems are more positive. Copyright © 2006 John Wiley & Sons, Ltd and ERP Environment.     

Management roles in the implementation of participative management systems

Although participative management supposedly cures the ills of low morale and productivity, managers in these organizations are often frustrated with their jobs. Part of this frustration may come from not understanding their changing roles in participative work systems. In this paper I introduce a model of the cycle of participative management which outlines the stages of organization maturity and the appropriate management roles for each stage. I also discuss how the manager acts as a Leader, Facilitator, Enabler, and Coach. My purpose is to help Human Resource Managers understand how management roles will change as the organization evolves to a mature participative work system and to show how they can support this challenging transformation.     

Linking human resource management practices and customer satisfaction on product quality

Although research has addressed relationships between human resource management (HRM) practices and several firm performances, it remains rare for studies to assess the processes that may underlie such relationships. This study aims to investigate the relationships between HRM practices and product quality by hypothesizing a mediating role of organizational commitment. We design a conceptual model and construct hypotheses that are tested using structural equation modeling on data collected from an international sample. The study contributes to the theoretical and empirical development of a model to explain and open the black box between skill-developing HR practices and quality performance.     

An integrated systems approach to environmental management: A case study of IBM UK

IBM UK's environmental performance, to date, has been impressive, and much has been achieved. This case study explores how that has been achieved with an emphasis on environmental management systems. It goes on to identify what more needs to be done and highlights possible impediments to further progress.     

Using factor analysis to explore principal components for quality management implementation

Quality remains or continues to be one of the top ranking strategic issues in all major organisations. However, today organisations are faced with increasingly sophisticated and informed stakeholder expectations. Standards by which organisations are judged are continuously evolving as are consumer’s expectations, needs and preferences. Thus, in such an environment, the alignment of quality with today’s business challenges, are widely criticized. There is a sense that quality has become outdated somewhere over the last two decades and that it is still predominately understood and practiced using the framework and direction provided historically by quality leaders such as Deming, Juran, Crosby and others. The above has resulted in many organisations struggling with the implementation of quality management. The purpose of this paper is to explore the current status of quality management practices in manufacturing related organisations in South Africa. It extracts principal components, for quality using factor analysis, in order to suggest key factors for quality management in present day, as practiced by the organisations that participated in this study.     

A cybernetic view of environmental management: the implications for business organizations

Current environmental management practice is judged to be mechanistic and based on previous experience with health and safety and with quality management systems. In support of the claim that systems approaches to management are required, the question is asked: what is the systemic nature of environmental management and will it lead an organization towards some concept of sustainable business practice? To try and answer this question the Viable System Model (VSM) developed by Stafford Beer was used to analyse current environmental management practice from a systems perspective in seven manufacturing organizations. The findings suggest that significant structural changes in organizations will be necessary as well as changes in management practices (core competencies) and attitudes if organizations are to become viable. Tomorrow's business strategy is likely to be driven much more by cooperation rather than by competition. Some possible implications for business are: (1) Corporate portfolios will be organized around the supply chain (or flows of energy and materials) instead of products and markets. (2) Strategy will not only continue to be made at the corporate and business unit levels but also at the industry level. (3) Such developments will require much higher degrees of integration and cooperation than is currently practised between companies. © 1997 John Wiley & Sons, Ltd and ERP Environment.     

Towards a resilience management framework for complex enterprise systems upgrade implementation

The lack of knowledge of how resilience management supports enterprise system (ES) projects accounts for the failure of firms to leverage their investments in costly ES implementations. Using a structured-pragmatic-situational (SPS) case study research approach, this paper reports on an investigation into the resilience management of a large utility company as it implemented an ES upgrade. Drawing on the literature and on the case study findings, we developed a process-based resilience management framework that involves three strategies (developing situation awareness, demystifying threats, and executing restoration plans) and four organisational capabilities that transform resilience management concepts into practices. We identified the crucial phases of ES upgrade implementation and developed indicators for how different strategies and capabilities of resilience management can assist managers at different stages of an ES upgrade. This research advances the state of existing knowledge by providing specific and verifiable propositions for attaining a state of resilience, the knowledge being grounded in the empirical reality of a case study. Moreover, the framework offers ES practitioners a roadmap to better identify appropriate responses and levels of preparedness.     

A scheduling strategy for computer-managed instructional systems

Requirements for scheduling techniques for educational systems involving large-scale, computer managed, individualized instruction systems differ significantly from scheduling techniques for similar systems involving traditional educational technologies. This paper reports on the development and testing of a scheduling system for the Advanced Instructional System of the U.S. Air Force. The scheduling system was tested using computer simulation. Simulation results showed how the system would perform with various resource levels, student loads, and entrance frequencies. Results of the simulation suggested a number of recommendations for program management.     

Environmental management systems and environmental product innovation: The role of stakeholder engagement

Environmental product innovation (EPI) is an imperative for contemporary business as it enhances firm competitiveness and provides significant societal benefits. Arguments that the use of environmental management systems—such as ISO 14001—may enhance EPI have not been empirically supported. In this study, we argue that the environmental management systems–EPI relationship is contingent upon the level of a firm's engagement with three groups of stakeholders, namely, suppliers, customers, and the local community. Using a sample of 1,314 manufacturing firms for the period 2003 and 2014, we find empirical evidence that supports our hypothesis for all three groups of stakeholders. Further analysis reveals that for firms with prior experience with quality management systems, engagement with local communities becomes the critical condition. We discuss the implications of these results for both theory and practice.