Environmental management and business strategy: Towards a new strategic paradigm

Futures

Volumn 28, Issue 1, 1996, Pages 37-50

  Garrod, Brian ^a   Chadwick, Peter ^b  

^a UNIVERSITY OF THE WEST OF ENGLAND   (United Kingdom)

^b NONE

Author keywords

[No Author keywords available]

Indexed keywords

CORPORATE STRATEGY; DECISION MAKING; ENVIRONMENTAL MANAGEMENT;

EID: 0029959708     PISSN: 00163287     EISSN: None     Source Type: Journal    
DOI: 10.1016/0016-3287(95)00076-3     Document Type: Article

References (24)

1. Shareholder Value Analysis (SVA) was first fully developed by Rappaport. See A Rappaport, Creating Shareholder Value: The New Standard of Business Performance (Free Press, 1986). A Coopers and Lybrand Deloitte survey of major UK company directors and more recent study by Mills confirmed the growing application of SVA in the UK in the early 1990s. See A Coopers and Lybrand Deloitte, Shareholder Value Survey (1991) and R W Mills, 'Shareholder value - today's hottest financial idea and getting hotter', Management Update, 5(3), Spring 1994.
2. Shareholder Value Analysis (SVA) was first fully developed by Rappaport. See A Rappaport, Creating Shareholder Value: The New Standard of Business Performance (Free Press, 1986). A Coopers and Lybrand Deloitte survey of major UK company directors and more recent study by Mills confirmed the growing application of SVA in the UK in the early 1990s. See A Coopers and Lybrand Deloitte, Shareholder Value Survey (1991) and R W Mills, 'Shareholder value - today's hottest financial idea and getting hotter', Management Update, 5(3), Spring 1994.
3. Shareholder Value Analysis (SVA) was first fully developed by Rappaport. See A Rappaport, Creating Shareholder Value: The New Standard of Business Performance (Free Press, 1986). A Coopers and Lybrand Deloitte survey of major UK company directors and more recent study by Mills confirmed the growing application of SVA in the UK in the early 1990s. See A Coopers and Lybrand Deloitte, Shareholder Value Survey (1991) and R W Mills, 'Shareholder value - today's hottest financial idea and getting hotter', Management Update, 5(3), Spring 1994.
4. Shareholder Value Analysis (SVA) was first fully developed by Rappaport. See A Rappaport, Creating Shareholder Value: The New Standard of Business Performance (Free Press, 1986). A Coopers and Lybrand Deloitte survey of major UK company directors and more recent study by Mills confirmed the growing application of SVA in the UK in the early 1990s. See A Coopers and Lybrand Deloitte, Shareholder Value Survey (1991) and R W Mills, 'Shareholder value - today's hottest financial idea and getting hotter', Management Update, 5(3), Spring 1994.
5. See, for example, J Bebbington and R Gray, 'Corporate accountability and the physical environment: social responsibility and accounting for profit', Business Strategy and the Environment, 2(2), Summer 1992, pages 1-11.
6. D Smith, 'Strategic management and the business environment: what lies beyond the rhetoric of greening?', Business Strategy and the Environment, 1(1), Spring 1991, page 6.
7. P Shrivastava, 'The greening of business', Chapter 2 of D Smith (editor), Business and the Environment: Implications of the New Environmentalism (London, Chapman, 1993), page 38.
8. C K Prahalad and G Hamel, 'Strategy as a field of study: why search for a new paradigm?', Strategic Management Journal, 15, Summer 1994, pages 5-16.
9. See, for example, J Elkington and T Burke, The Green Capitalists (London, Victor Gollancz, 1989), which goes to lengths to stress the market opportunities created by the environmental revolution. See also M Wheatley, Green Business: Making it Work for Your Company (London, Pitman, 1993); and S R Taylor, 'Green management: the next competitive weapon', Futures, 24(7), September 1992, pages 669-680, which also take a similar line.
10. See, for example, J Elkington and T Burke, The Green Capitalists (London, Victor Gollancz, 1989), which goes to lengths to stress the market opportunities created by the environmental revolution. See also M Wheatley, Green Business: Making it Work for Your Company (London, Pitman, 1993); and S R Taylor, 'Green management: the next competitive weapon', Futures, 24(7), September 1992, pages 669-680, which also take a similar line.
11. See, for example, J Elkington and T Burke, The Green Capitalists (London, Victor Gollancz, 1989), which goes to lengths to stress the market opportunities created by the environmental revolution. See also M Wheatley, Green Business: Making it Work for Your Company (London, Pitman, 1993); and S R Taylor, 'Green management: the next competitive weapon', Futures, 24(7), September 1992, pages 669-680, which also take a similar line.
12. David Bellamy Associates, Industry Goes Green (1993).
13. See KPMG, UK Survey of Environmental Reporting (1993).
14. R Welford, 'Barriers to the improvement of environmental performance: the case of the SME sector', Chapter 9 of R Welford (editor), Cases in Environmental Management and Business Strategy (London, Pitman, 1994).
15. See, for example, G Legerwood, E Street and R Therivel, The Environmental Audit and Business Strategy: A Total Quality Approach (London, Pitman, 1992); and M Wheatley, Green Business: Making it Work for Your Company (London, Pitman, 1993).
16. See, for example, G Legerwood, E Street and R Therivel, The Environmental Audit and Business Strategy: A Total Quality Approach (London, Pitman, 1992); and M Wheatley, Green Business: Making it Work for Your Company (London, Pitman, 1993).
17. R Welford and A Gouldson, Environmental Management and Business Strategy (London, Pitman, 1993), page 122.
18. R Welford, 'Barriers to the improvement of environmental performance: the case of the SME sector', Chapter 9 of R Welford (editor), Cases in Environmental Management and Business Strategy (London, Pitman, 1994), page 157.
19. K Green, A McKeekin and A Irwin, Technological trajectories and R&D for environmental innovation in UK firms' Futures, 26(10), December 1994, pages 1047-1059.
20. See, for example, M J Gilbert, Achieving Environmental Management Standards: A Step-by-Step Guide to Meeting BS7750 (London, Pitman, 1993).
21. While the subject of BS5750 is strictly outside the remit of 'corporate environmental management strategies' (which is the main focus of this study), the authors felt that it was important to ensure that respondents noted carefully the difference between BS5750 and BS7750. To avoid the confusion that other researchers in this area have reportedly encountered, the questionnaire used in the present study took particular care to ask respondents about their awareness of and progress in working towards both standards.
22. See, for example, C Hutchinson, 'Corporate strategy and the environment', Long Range Planning, 25(4), 1992, pages 9-21; A Stikker, 'Sustainability and business management', Business Strategy and the Environment, 1(3), 1992, pages 1-8; and J Beaumont, 'Managing the environment: business opportunity and responsibility', Futures, 24(3), April 1992, pages 187-205.
23. See, for example, C Hutchinson, 'Corporate strategy and the environment', Long Range Planning, 25(4), 1992, pages 9-21; A Stikker, 'Sustainability and business management', Business Strategy and the Environment, 1(3), 1992, pages 1-8; and J Beaumont, 'Managing the environment: business opportunity and responsibility', Futures, 24(3), April 1992, pages 187-205.
24. See, for example, C Hutchinson, 'Corporate strategy and the environment', Long Range Planning, 25(4), 1992, pages 9-21; A Stikker, 'Sustainability and business management', Business Strategy and the Environment, 1(3), 1992, pages 1-8; and J Beaumont, 'Managing the environment: business opportunity and responsibility', Futures, 24(3), April 1992, pages 187-205.