Environmental strategy for businesses:
There are as many ways for companies to improve their environmental performance as there are stakeholders who are calling upon them to do so. If companies make the right choices, they can satisfy their stakeholders, enhance their financial position, and help address the climate crisis. The wrong cho...
Gespeichert in:
| 1. Verfasser: | |
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| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Cambridge ; New York ; Port Melbourne ; New Delhi ; Singapore
Cambridge University Press
2023
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| Schriftenreihe: | Organizations and the natural environment
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| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Zusammenfassung: | There are as many ways for companies to improve their environmental performance as there are stakeholders who are calling upon them to do so. If companies make the right choices, they can satisfy their stakeholders, enhance their financial position, and help address the climate crisis. The wrong choices invite stakeholder scorn and risk wasting valuable resources. What problems do companies need to solve, and how can they solve them, to achieve the promise of shared value environmental performance? This book presents a framework for companies to design, develop and implement an effective environmental strategy that identifies environmental improvements, enables value exchanges with stakeholders, and improves competitive advantage. The step-by-step guide through this framework, illustrated with many examples, shows the promise of environmental initiatives that align with strategic opportunities and resources and the pitfalls of those that do not |
| Beschreibung: | xiii, 222 Seiten |
| ISBN: | 9781009098991 9781009107334 |
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Contents List of Tables page ix Preface xi 1 Introduction 1.1 Environmental Impacts as Opportunities 1.2 A Framework for Environmental Strategy 1 2 5 2 Foundations and Background 2.1 Markets and Environmental Problems 2.2 Solving Environmental Problems 2.3 Companies, Environmental Impacts, and Stakeholder Exchanges 2.3.1 Environmental Stakeholders 2.3.2 Transaction Costs and CoasianExchanges 2.4 Conclusion 3 Environmental Strategy Choices and Challenges 3.1 Search and Screening: Identifying Environmental Improvements, Costs, and Stakeholders 3.1.1 Identifying Supply: Environmental Impacts, Improvements, and Costs 3.1.2 Identifying Demand: Environmental Stakeholder Analysis 3.2 Bargaining and Transfer: Channels for Exchanging Value 3.2.1 Market Channels 3.3 Monitoring and Enforcement: Mechanisms for Credibility 3.3.1 Measurement and Reporting 3.3.2 Company Brands and Culture 3.3.3 Certifications 13 15 17 19 21 22 29 31 32 32 35 39 40 43 45 45 47 v
vi 4 5 6 Contents 3.4 Market Environmental Strategies 3.5 Conclusion 48 51 Nonmarket Strategy 4.1 Stakeholders and Institutions 4.1.1 Governments 4.1.2 People and Communities 4.1.3 Environmental NGOs 4.1.4 Companies 4.2 Institutions and Nonmarket Strategy 4.2.1 Engaging Environmental Institutions 4.2.2 Collaborating and Institutions 4.3 Conclusion 52 54 55 57 58 60 62 65 66 73 · Environmental Strategy and Strategic Resources 5.1 Resources for Environmental Strategy 5.1.1 Assessing Environmental Impacts and Costs 5.1.2 Resources for Stakeholders Analysis Engagement 5.1.3 Channels, Resources, and Capabilities 5.1.4 Credibility and Resources 5.2 Organizational Structure and Human Resources for Environmental Improvements 84 5.2.1 Information and Incentive Problems for Environmental Improvements 5.2.2 Organizational Structure, Capabilities, and Sustainability within Companies 89 5.3 Conclusion Green Products and Services 6.1 Strategy for Green Products and Services 6.2 Identifying Green Products’ Environmental Benefits and Costs 6.3 Demand for Green Products 6.3.1 Со-benefits and Green Products 6.3.2 Complexities with Green Products and Their Co- benefits 6.3.3 Stonyfield’s Yogurt and Its Benefits to Consumers 6.4 Channels for Selling Green Products 75 77 79 80 81 82 87 97 98 100 103 105 106 110 113 115
Contents 6.5 Green Lemons and theCredibility Challenge 6.5.1 Certifications 6.5.2 Со-benefits and Credibility 6.5.3 Branding 6.6 Conclusion 7 Employee Engagement 7.1 Employee Engagement and Companies’ Environmental Performance 7.1.1 Environmental Improvements for Employee Engagement 7.1.2 Stakeholder Demand and Employee Engagement 7.1.3 Channels for Capturing Value 7.1.4 Credibility and Employees 7.2 EEE Programs 7.2.1 Environmental Problems for Engagement Programs 7.2.2 Employee Demand and Environmental Engagement Programs 7.2.3 The Value of EEE Programs 7.2.4 Credibility and EEE Programs 7.3 Conclusion 8 Environmental Groups 8.1 Environmental Groups and Sustainability 8.2 Environmental Groups and Their Strategy 8.3 Environmental Groups and Activist Campaigns 8.3.1 Targeting for an Activist Campaign 8.3.2 Nonmarket Stakeholders and Demand for Environmental Improvements 8.3.3 Channels: The Value Consequences of Activist Campaigns 8.3.4 Holdup Problems, Credibility, and Activist Campaigns 8.4 Partnerships between Companies and Environmental Groups 8.4.1 Environmental Problems for Partnerships 8.4.2 Demand and Partnerships: Environmental Groups and Their Stakeholders vii 115 116 117 119 121 123 127 128 129 130 133 134 135 136 139 142 144 146 148 149 152 153 155 158 161 163 164 165
Contents viii 8.4.3 Partnerships and Channels for Capturing Value 8.4.4 Credibility and Partnerships 8.5 Conclusion 9 Conclusion 9.1 Environmental Strategy Overview 9.2 Nike, Environmental Apparel, Production, and Design 166 172 173 175 178 184 References 191 Index 218 |
| adam_txt |
Contents List of Tables page ix Preface xi 1 Introduction 1.1 Environmental Impacts as Opportunities 1.2 A Framework for Environmental Strategy 1 2 5 2 Foundations and Background 2.1 Markets and Environmental Problems 2.2 Solving Environmental Problems 2.3 Companies, Environmental Impacts, and Stakeholder Exchanges 2.3.1 Environmental Stakeholders 2.3.2 Transaction Costs and CoasianExchanges 2.4 Conclusion 3 Environmental Strategy Choices and Challenges 3.1 Search and Screening: Identifying Environmental Improvements, Costs, and Stakeholders 3.1.1 Identifying Supply: Environmental Impacts, Improvements, and Costs 3.1.2 Identifying Demand: Environmental Stakeholder Analysis 3.2 Bargaining and Transfer: Channels for Exchanging Value 3.2.1 Market Channels 3.3 Monitoring and Enforcement: Mechanisms for Credibility 3.3.1 Measurement and Reporting 3.3.2 Company Brands and Culture 3.3.3 Certifications 13 15 17 19 21 22 29 31 32 32 35 39 40 43 45 45 47 v
vi 4 5 6 Contents 3.4 Market Environmental Strategies 3.5 Conclusion 48 51 Nonmarket Strategy 4.1 Stakeholders and Institutions 4.1.1 Governments 4.1.2 People and Communities 4.1.3 Environmental NGOs 4.1.4 Companies 4.2 Institutions and Nonmarket Strategy 4.2.1 Engaging Environmental Institutions 4.2.2 Collaborating and Institutions 4.3 Conclusion 52 54 55 57 58 60 62 65 66 73 · Environmental Strategy and Strategic Resources 5.1 Resources for Environmental Strategy 5.1.1 Assessing Environmental Impacts and Costs 5.1.2 Resources for Stakeholders Analysis Engagement 5.1.3 Channels, Resources, and Capabilities 5.1.4 Credibility and Resources 5.2 Organizational Structure and Human Resources for Environmental Improvements 84 5.2.1 Information and Incentive Problems for Environmental Improvements 5.2.2 Organizational Structure, Capabilities, and Sustainability within Companies 89 5.3 Conclusion Green Products and Services 6.1 Strategy for Green Products and Services 6.2 Identifying Green Products’ Environmental Benefits and Costs 6.3 Demand for Green Products 6.3.1 Со-benefits and Green Products 6.3.2 Complexities with Green Products and Their Co- benefits 6.3.3 Stonyfield’s Yogurt and Its Benefits to Consumers 6.4 Channels for Selling Green Products 75 77 79 80 81 82 87 97 98 100 103 105 106 110 113 115
Contents 6.5 Green Lemons and theCredibility Challenge 6.5.1 Certifications 6.5.2 Со-benefits and Credibility 6.5.3 Branding 6.6 Conclusion 7 Employee Engagement 7.1 Employee Engagement and Companies’ Environmental Performance 7.1.1 Environmental Improvements for Employee Engagement 7.1.2 Stakeholder Demand and Employee Engagement 7.1.3 Channels for Capturing Value 7.1.4 Credibility and Employees 7.2 EEE Programs 7.2.1 Environmental Problems for Engagement Programs 7.2.2 Employee Demand and Environmental Engagement Programs 7.2.3 The Value of EEE Programs 7.2.4 Credibility and EEE Programs 7.3 Conclusion 8 Environmental Groups 8.1 Environmental Groups and Sustainability 8.2 Environmental Groups and Their Strategy 8.3 Environmental Groups and Activist Campaigns 8.3.1 Targeting for an Activist Campaign 8.3.2 Nonmarket Stakeholders and Demand for Environmental Improvements 8.3.3 Channels: The Value Consequences of Activist Campaigns 8.3.4 Holdup Problems, Credibility, and Activist Campaigns 8.4 Partnerships between Companies and Environmental Groups 8.4.1 Environmental Problems for Partnerships 8.4.2 Demand and Partnerships: Environmental Groups and Their Stakeholders vii 115 116 117 119 121 123 127 128 129 130 133 134 135 136 139 142 144 146 148 149 152 153 155 158 161 163 164 165
Contents viii 8.4.3 Partnerships and Channels for Capturing Value 8.4.4 Credibility and Partnerships 8.5 Conclusion 9 Conclusion 9.1 Environmental Strategy Overview 9.2 Nike, Environmental Apparel, Production, and Design 166 172 173 175 178 184 References 191 Index 218 |
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| spelling | Potoski, Matthew 1969- (DE-588)139754768 aut Environmental strategy for businesses Matthew Potoski (University of California, Santa Barbara) Cambridge ; New York ; Port Melbourne ; New Delhi ; Singapore Cambridge University Press 2023 xiii, 222 Seiten txt rdacontent n rdamedia nc rdacarrier Organizations and the natural environment There are as many ways for companies to improve their environmental performance as there are stakeholders who are calling upon them to do so. If companies make the right choices, they can satisfy their stakeholders, enhance their financial position, and help address the climate crisis. The wrong choices invite stakeholder scorn and risk wasting valuable resources. What problems do companies need to solve, and how can they solve them, to achieve the promise of shared value environmental performance? This book presents a framework for companies to design, develop and implement an effective environmental strategy that identifies environmental improvements, enables value exchanges with stakeholders, and improves competitive advantage. The step-by-step guide through this framework, illustrated with many examples, shows the promise of environmental initiatives that align with strategic opportunities and resources and the pitfalls of those that do not Business enterprises / Environmental aspects Industrial management / Environmental aspects Sustainable development Management (DE-588)4037278-9 gnd rswk-swf Unternehmen (DE-588)4061963-1 gnd rswk-swf Umweltschutz (DE-588)4061644-7 gnd rswk-swf Umweltökonomie (DE-588)4061638-1 gnd rswk-swf Management (DE-588)4037278-9 s Umweltschutz (DE-588)4061644-7 s Unternehmen (DE-588)4061963-1 s Umweltökonomie (DE-588)4061638-1 s DE-604 Erscheint auch als Online-Ausgabe 978-1-00-910673-3 Digitalisierung UB Passau - ADAM Catalogue Enrichment application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=034294933&sequence=000001&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Potoski, Matthew 1969- Environmental strategy for businesses Business enterprises / Environmental aspects Industrial management / Environmental aspects Sustainable development Management (DE-588)4037278-9 gnd Unternehmen (DE-588)4061963-1 gnd Umweltschutz (DE-588)4061644-7 gnd Umweltökonomie (DE-588)4061638-1 gnd |
| subject_GND | (DE-588)4037278-9 (DE-588)4061963-1 (DE-588)4061644-7 (DE-588)4061638-1 |
| title | Environmental strategy for businesses |
| title_auth | Environmental strategy for businesses |
| title_exact_search | Environmental strategy for businesses |
| title_exact_search_txtP | Environmental strategy for businesses |
| title_full | Environmental strategy for businesses Matthew Potoski (University of California, Santa Barbara) |
| title_fullStr | Environmental strategy for businesses Matthew Potoski (University of California, Santa Barbara) |
| title_full_unstemmed | Environmental strategy for businesses Matthew Potoski (University of California, Santa Barbara) |
| title_short | Environmental strategy for businesses |
| title_sort | environmental strategy for businesses |
| topic | Business enterprises / Environmental aspects Industrial management / Environmental aspects Sustainable development Management (DE-588)4037278-9 gnd Unternehmen (DE-588)4061963-1 gnd Umweltschutz (DE-588)4061644-7 gnd Umweltökonomie (DE-588)4061638-1 gnd |
| topic_facet | Business enterprises / Environmental aspects Industrial management / Environmental aspects Sustainable development Management Unternehmen Umweltschutz Umweltökonomie |
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