Environmental auditing: Management strategy

A project was carried out to identify the external influences that affect participation in environmental audit programmes and the internal factors which may stimulate or modify reaction to these influences. The companies selected for the study were all in manufacturing or supply and with a potential to pollute the environment. The study was progressed by a questionnaire to the person responsible for environmental matters in 100 companies. There was a response rate of 48%. The questionnaire sought information on the company, the beliefs and experiences of the respondents, factors that had influenced the company and how the company had reacted to these. The responses to the questionnaire were analysed to try to determine areas where changes might profitably be made to the environmental management framework. Potential areas for change include a recommendation to establish environmental auditing as a fixed requirement to a fixed standard (BS 7750), with the company's policy and objectives being agreed with Her Majesty's Inspectors of Pollution on a regular basis and audited to achieve British Standard certification. The concept of the environmental crisis portfolio is introduced.     

Corporate power and the local economy

This article examines Nissan in Sunderland as the model for ‘Japanisation’. It is addressed in terms of Nissan's relations with the central and local state, of the company's control over its physical environment, and suppliers, and of the company's policy towards the management of human resources.     

公司管理层权力与银行信贷融资决策

运用中国上市公司2010—2013年相关数据,考察公司管理层权力与公司融资结构及银行信贷资源配置,结果显示：公司的管理层结构及高管层权力是公司融资政策选择和银行信贷资源配置的重要动因,公司管理层权力越大,管理层向银行借入短期借款越多,公司管理层权力与短期借款结构正相关。在债务约束效应下,管理层可能会出于个人任期和控制权私利的原因做出影响公司融资决策的行为,在公司银行信贷融资中表现为银行信贷融资规模与公司管理层权力呈现负相关关系,即管理层权力越大,公司配置的银行信贷资源越少;同时,公司管理层权力中结构权力与所有者权力对公司信贷决策有重要影响。     

新环保法实施增大了企业的技术创新投入吗？——基于PSM-DID方法的研究

以2012—2017年A股上市公司为样本,借助双重差分倾向得分匹配法（PSM-DID）研究了新环保法实施这一外生性事件对企业技术创新投入的影响。结果显示,新环保法实施后受影响企业的技术创新投入有所增加,但结果并不显著。进一步探究其原因,发现除新环保法影响可能存在的时滞性特征以外,企业并没有在新环保法实施环境下对企业的资本结构、治理结构和激励方案等影响企业技术创新的重大方面做出及时调整,导致环保法的强制性作用无法快速、有效地影响企业的技术创新。     

Advancing environmental productivity: Organizational mindfulness and strategies

This study investigates the importance of mindfulness‐based organization systems and policies on the organization's continuous efforts to become a greener company. The study is devised as a pooled cross‐sectional time series analysis of productivity in energy consumption, water utilization, and waste generation and recycling of U.S. companies. The data set taken from U.S. Newsweek 500 recorded 600 companies dispersed into 63 industries during the period of 2012–2014 and provided 1,498 company–industry–year observations. The study found that systems and policies (e.g., deployment of third‐party auditors for its environmental metrics report; linkage of the remuneration of company's senior executive team with the achievement of environmental performance targets; and establishment of a committee at the Board of Directors' level whose mandate includes sustainability of the company in environment‐ and resource‐related matters) connect the company's mindfulness to its effort in improving the environmental quality through the company's productivity in energy consumption, water utilization, and waste generation and recycling. The relationships are positive and significant. Also, systems and policies serve as a motivator for the firm to continue to improve upon the current achievements. The study emphasizes the importance of translating organizational and individual mindfulness into organization policies and systems in order to motivate the organization to continuously improve its productivity in energy consumption, water utilization, and waste generation and recycling leading to improvements in environmental quality.     

临沂商贸物流的发展与评价研究

临沂是江北最大的商贸批发城,也是全国闻名的物流城。随着经济的极大发展,对环境资源的影响越来越大,现代物流的发展必须优先考虑环境问题,需要从环境角度对物流体系进行改进,即需要形成一个环境共生型的物流管理系统。文章首先介绍了临沂当前的发展状况,在阐述了与绿色物流相关的概念理论之后给出物流系统绿色水平的量化指标,结合临沂市金兰物流公司对评价模型进行实际运用。     

Sustainable Development in the Transport Sector: Influencing Environmental Behaviour and Performance

Sustainable Development and Environmental Policy are becoming increasingly important in the development of business strategies. Consequently, corporate road freight transport comes under particular scrutiny due to its substantial impact on the environment. This paper explores the implementation of environmental management in the Austrian road freight transport sector. A model based on an extensive literature review is developed and adapted to show the impact of attitude, company size and sector affiliation. It is tested using data from a quantitative survey. Based on an extensive literature review a model of influencing factors is developed and tested using data from a quantitative survey. According to our findings, we adopted the model with respect to the impact of attitude, company size and sector affiliation. Although decision‐makers' attitudes have a significant influence on the companies' actual environmental performance, firm size and sector affiliation are shown to have a far greater influence. It is therefore necessary to offer external incentives and support in order to improve environmental behaviour, especially among smaller and transport companies. Such instruments, however, need to be aligned on an international basis and across industries to prevent friction and competitive disadvantage. In addition to policy intervention (legal restrictions and incentives) and improvements on a corporate level, consumer awareness should be raised in order to create public pressure for companies to implement environmental management. Copyright © 2012 John Wiley & Sons, Ltd and ERP Environment.     

Training as a generator of employee capabilities

In the current global economic environment, companies aiming to obtain lasting competitive advantages must be aware of those abilities that differentiate the company from its competitors. In this sense, personnel training may stimulate the development of certain capabilities related to the company's human resources, which could support this differentiation and hence the desired competitive advantage. For this reason, we have considered as an aim of this work to analyse personnel training as a policy for the development of the organisation's human capital, and its influence on the impulse of three differentiating capabilities, namely the employees' knowledge or know-how, the generation of a collective mind and the organisational commitment of personnel. In this article, we shall first analyse from a theoretical point of view the influence of the company's training policies on the development of certain differentiating capabilities. Then, we shall empirically prove this theoretical relation within the framework of the different business units of a financial institution.     

关于中等规模券商持续发展的思考

当前国内证券业正面临机遇大于挑战的市场环境和合规管理中鼓励创新、促进发展的政策环境,未来两年内将是国内券商奠定行业地位的关键时期。对于中等规模券商而言,虽然已无生存之忧,但即将面临区域优势削弱,而外延式扩张和业务创新推进明显落后于大券商的发展之困。中等规模券商应可以从以下三方面来推进公司的持续发展:第一,认识证券业本质属性,树立良好的经营心态;第二,重视发展战略,明确公司定位;第三,善于"模仿创新"。     

How do corporate environmental policy and corporate reputation affect risk‐adjusted financial performance?

The current study aims to answer dual, related questions: Does corporate environmental policy affect corporate reputation, and does this link also influence risk‐adjusted profitability and company's risk? With a comprehensive framework involving analyses of each question, among a sample of firms traced by the Reputation Institute, this study reveals several notable results, after correcting for endogeneity biases. First, environmental engagement and green product innovation are both antecedents of corporate reputation. Second, corporate reputation has a positive impact on risk‐adjusted profitability and Z score indicator of financial distress risk. Thus, corporate environmental responsibility and green practices represent cospecialized assets that enhances an intangible asset, namely, corporate reputation. The latter influence constitutes a missing link between sustainable development and the firm's financial performance. Overall, environmental engagement and corporate reputation act as insurance‐like protections of firm competitiveness.     

A review of determinant factors of environmental proactivity

This paper reviews the literature in order to identify the determinant factors of a company's environmental proactivity. It starts by arguing that environmental proactivity can be manifested through diverse practices and strategies and goes on to comment upon several variables that seem to influence the decision to implement such strategies. Some of these variables depict internal company features and others describe the general environment in which operations are carried out. Stakeholders' pressure is distinguished as a central determinant factor and it is argued that all the other variables affect either the intensity of this pressure or the company's capacity to perceive it. All the factors identified herein should be taken into account, at least as control variables, in those studies aiming at explaining and contextualizing environmental strategies. Copyright © 2006 John Wiley & Sons, Ltd and ERP Environment.     

One Prudential Exchange—The Insurance Giant's Business Literacy and Alignment Platform

This article describes how Prudential—in a dramatically changed marketplace—engaged its 55,000 employees as partners in transforming the company's many disparate businesses into one integrated company. Using a combination of large‐and small‐scale meetings, follow‐up actions at the work unit level, and sophisticated performance enhancement processes, OPX (One Prudential Exchange) is helping transform Prudential from a staid insurance company to a modern financial services powerhouse. OPX has introduced the One Prudential vision to the company's 55,000 employees in nearly 300 large‐scale meetings in 12 cities, and has institutionalized problem resolution and breakthrough dialogue processes in over 3,500 follow‐up work unit meetings. © 2001 John Wiley & Sons, Inc.     

如何有效管理不公平的顾客

企业在为顾客提供服务的时候往往有一些约定俗成的原则,如"顾客都永远是对的"、"顾客就是上帝"。然而现实中的一些情况却告诉我们很多时候顾客不仅仅是错的,而且是很不公平的。他们利用一些公司政策的漏洞或者利用"总是对的"来要求得到一些补偿,这些行为不仅给公司带来了不利的影响,并且在很多时候还伤害了公司的员工和其他顾客的利益。面对新的情况,公司管理层需要以一种客观的态度来看待并采取积极有效的措施来应对。     

客户盈余表现对供应商企业创新投资的影响研究

基于资源依赖理论和信号传递理论，利用手工收集的供应商企业-客户对均为上市公司的数据，系统考察客户盈余表现对供应商企业创新投资的影响。研究发现，客户盈余表现越好，越能促进供应商企业的创新投资。调节作用研究发现，供应链关系越稳定、越趋于良性，供应链企业的协同效应越明显，即高盈余客户对供应商企业创新投资的正向影响越强；企业与客户的产品多元化程度越低，客户盈余表现对供应商企业创新投资的正向影响越显著；高盈余客户通过降低供应商企业经营风险促进了供应商企业创新投资。进一步分析发现，供应商企业市场竞争程度越高、融资约束程度越高、客户相对议价能力越强，客户盈余表现对供应商企业创新投资的正向影响越会显著增强。研究结论拓展了客户盈余表现经济后果的理论边界，对推动供应链整合及供给侧结构性改革具有重要的启示意义。     

Issues in the implementation of proactive environmental strategies

Management consultants, environmental groups, and industry trade associations have all recently offered guidelines for companies to improve environmental performance.¹ The guidelines suggest ways that companies can implement strategic change to move beyond compliance with regulation, assume responsibility for the environmental impacts of their products, and gain public credibility. Much of the advice offered can be useful to managers who are responding to rapidly changing environmental pressures. Nevertheless, implementation of some of the general guidelines could impose undue costs or introduce untoward organisational consequences for certain companies. While mentioned as an issue in the management literature, companies need more systematic advice on how best to tailor these broad guidelines for environmental strategic change to the specific needs and capabilities of their companies. In addition, as many companies are comprised of diverse business units that are sometimes linked together only through financial controls, managers must adapt environmental management programs to unique ‘substructures’ within the firm. These substructures can differ dramatically in their environmental performance and their management capabilities. Elsewhere we have offered a framework for analysing environmental strategies and management programs.² In this paper, we identify some of the implementation issues that confront companies when they introduce environmental strategic change. We argue that environmental strategies are most effectively implemented when they are consistent with the organisational characteristics and operating context of the company involved. We use Volvo's experience with environmental strategic change to highlight many of the difficulties that companies may encounter when altering their approach to environmental performance. The case illustrates how a company can modify its own strategy and management programs for more effective change. It is an interesting case to study because of the proactive and comprehensive nature of Volvo's environmental strategy and management programs.     

Environmental Policies for Evaluating Suppliers' Performance Based on GRI Indicators

Many companies use a performance measurement system (PMS) to evaluate their suppliers' environmental performance (SEP). To do this a company can establish its own set of measures or adopt indicators borrowed from specific standards and guidelines such as the Global Reporting Initiative (GRI). However, the results of a literature review indicate that the weights of the different environmental performance indicators within an overall SEP rating are unclear. The aim of this paper is to understand what the environmental policies adopted by European manufacturing companies to evaluate their suppliers really are. In order to reach this objective, a quantitative model based on multiple linear regression has been developed. The model correlates different environmental aspects taken from the GRI set of indicators with the overall SEP rating. Interestingly, results show that performances on aspects such as transport and ISO 14001 certification do not count towards the final ranking, whereas compliance with laws and regulations is the cornerstone of the evaluation of the supplier. Other performance indicators can in some ways be linked to compliance with laws and regulations. Copyright © 2015 John Wiley & Sons, Ltd and ERP Environment     

A Map of Neverland: The role of policy in strategic environmental management

Emerging environmental management system standards and environmentally conscious academics promote the strategic planning role of environmental policies, but frequently ignore their strategic visioning role. It is argued in this paper that an environmental policy should based on strategic visioning and act as a starting point of strategic planning. Thus an environmental policy could link strategic visioning and planning. The policy should also communicate the environmental goals of a company and the means to reach those goals. To contribute to the fulfilment of the company's mission, the environmental goals and means (strategies) need to be integrated into and co-ordinated with general business goals and strategies. It is claimed here that an environmental policy has multiple strategic roles: strategic visioning, communicating, strategic planning, linking strategic visioning and planning, and integrating and co-ordinating. To support this claim, these five potential roles of an environmental policy are explored at the corporate, divisional and operating unit levels of Shell and Texaco. It is maintained that environmental policies have an enormous inherent strategic potential which can be released by building, maintaining and implementing the policies in such a way that they can fulfil all their strategic roles. © 1997 by John Wiley & Sons, Ltd and ERP Environment.     

Method of evaluating the impact of ERP implementation critical success factors – a case study in oil and gas industries

The so far implemented enterprise resource planning (ERP) systems have in many cases failed to meet the requirements regarding the business process control, decrease of business costs and increase of company profit margin. Therefore, there is a real need for an evaluation of the influence of ERP on the company's performance indicators. Proposed in this article is an advanced model for the evaluation of the success of ERP implementation on organisational and operational performance indicators in oil–gas companies. The recommended method establishes a correlation between a process-based method, a scorecard model and ERP critical success factors. The method was verified and tested on two case studies in oil–gas companies using the following procedure: the model was developed, tested and implemented in a pilot gas–oil company, while the results were implemented and verified in another gas–oil company.     

A conceptual framework for platform-based design of non-assembled products

In this study, the use of platform-based product family design of assembled products has been reconceptualised into a framework of platform-based design of non-assembled products for the process industries. As a point of departure, platform-based design is defined as shared logic in a company's activities, and a “function-based” leveraging strategy is employed to identify non-assembled products with similar characteristics and commonalities among product families, related production processes and raw materials. It is proposed that a production platform philosophy and platform-based design of non-assembled products should rely on Product platforms, Process platforms and Raw-material platforms that are well-integrated into common Production platforms, in an end-to-end perspective. However, platform-based design of non-assembled products may differ depending on whether company production relies solely on a captive raw material base or on purchased raw materials on the open market, or on both. The congruence of the development of Production platforms with the QFD methodology and House of Quality was noted in this study, as well as the simplicity of using the methodology on homogeneous products compared to multi-level hierarchical assembled products. It is argued that the proposed conceptual framework can be used in internal company discussions and reviews whether and how such an approach in product innovation can be a fruitful avenue to explore and adapt.