The promise and performance of management-based strategies

Leveraging the Private Sector: Management-Based Strategies for Improving Environmental Performance

Volumn , Issue , 2006, Pages 249-263

  Coglianese, Cary ^a,b   Nash, Jennifer ^b  

^a UNIVERSITY OF PENNSYLVANIA   (United States)

^b HARVARD UNIVERSITY   (United States)

Author keywords

[No Author keywords available]

Indexed keywords

EID: 79960943900     PISSN: None     EISSN: None     Source Type: Book    
DOI: 10.4324/9781936331444     Document Type: Chapter

References (14)

1. Andrews, Richard N. L., Andrew Hutson, and Daniel Edwards, Jr. 2006. Environmental Management Under Pressure: How Do Mandates Affect Performance? In Leveraging the Private Sector: Management-Based Strategies for Improving Environmental Performance, edited by Cary Coglianese and Jennifer Nash. Washington, DC: Resources for the Future, Chapter 5.
2. Bennear, Lori Snyder. 2005. Strategic Response to Regulatory Thresholds: Evidence from the Massachusetts Toxics Use Reduction Act (June 27, 2005). http://ssrn.com/abstract=776504 (accessed November 18, 2005 ).
3. Bennear, Lori Snyder. 2006. Evaluating Management-Based Regulation: A Valuable Tool in the Regulatory Toolbox? In Leveraging the Private Sector: Management-Based Strategies for Improving Environmental Performance, edited by Cary Coglianese and Jennifer Nash. Washington, DC: Resources for the Future, Chapter 3.
4. Coglianese, Cary, and David Lazer. 2003. Management Based Regulation: Prescribing Private Management to Achieve Public Goals, Law and Society Review 37 (4): 691-730.
5. Coglianese, Cary, and Jennifer Nash, eds. 2001. Regulating from the Inside: Can Environmental Management Systems Achieve Policy Goals? Washington, DC: Resources for the Future.
6. Ehrenfeld, John. 1998. Cultural Structure and the Challenge of Sustainability. In Better Environmental Decisions: Strategies for Governments, Businesses, and Communities, edited by Ken Sexton, Alfred A. Marcus, K. William Easter, and Timothy D. Burkhardt. Washington, DC: Island Press, 223-244.
7. Howard-Grenville, Jennifer A. 2005. Explaining Shades of Green: Why Do Companies Act Differently on Similar Environmental Issues? Law & Social Inquiry 30(3): 551-581.
8. Kagan, Robert A. 2006. Environmental Management Style and Corporate Environmental Performance. In Leveraging the Private Sector: Management-Based Strategies for Improving Environmental Performance, edited by Cary Coglianese and Jennifer Nash. Washington, DC: Resources for the Future, Chapter 2.
9. MSWG (Multi-State Working Group on Environmental Performance). 2004. The External Value Environmental Management System Voluntary Guidance: Gaining Value by Addressing Stakeholder Needs. http://www.mswg.org/documents/guidance04.pdf (accessed August 9, 2005 ).
10. NASA (National Aeronautics and Space Administration). 1986. Report to the President by the Presidential Commission on the Space Shuttle Challenger Accident. http://history.nasa.gov/rogersrep/genindex.htm (accessed November 18, 2005 ).
11. NASA (National Aeronautics and Space Administration). 2003. Columbia Accident Investigation Board Report. http://www.nasa.gov/columbia/home/index.html (accessed November 18, 2005 ).
12. Potoski, Matthew, and Aseem Prakash. 2005. Covenants with Weak Swords: ISO 14001 and Firms' Environmental Performance. Journal of Policy Analysis and Management 24(4): 745-769.
13. Ray, Tapas K., and Kathleen Segerson. 2006. Clean Charles 2005 Initiative: Why the "Success"? In Leveraging the Private Sector: Management-Based Strategies for Improving Environmental Performance, edited by Cary Coglianese and Jennifer Nash. Washington, DC: Resources for the Future, Chapter 8.
14. Vaughan, Diane. 1997. The Challenger Launch Decision: Risky Technology, Culture, and Deviance at NASA. Chicago: University of Chicago Press.