Greener workplace: understanding senior management's adoption decisions through the Theory of Planned Behaviour

Human Resources (HR) policies and practices have changed due to global environmental instability. These policies and practices are key factors for successful environmental management. Using the Theory of Planned Behaviour, this article aims to understand the critical factors which influence senior management's decision to adopt `green' HR practices. Data were collected from 210 organisations in Australia using two separate surveys. Survey one, which was addressed directly to HR managers and directors, contained questions relating to HR policies (the dependent variables), while survey two, which was addressed directly to CEOs and senior managers, contained questions about environmental-related attitudes, subjective norms and perceived control (the independent variables). Results indicated that senior management's environmental-related attitudes, subjective norms from stakeholders and perceived green resource readiness influenced their decision to adopt green HR initiatives. However, attitudes and green resource readiness in particular had greater impacts than subjective norms. Limitations, implications and future research are also outlined

Three component stakeholder analysis

Both public and private organizations are increasingly employing stakeholder engagement as an important strategy for improving external stakeholder relations. Incorporating stakeholders\u27 opinions is valuable for improving decision-making processes and project implementation [Deelstra, Nooteboom, Kohlmann, van den Berg, & Innanen (2003) Using knowledge for decision-making purposes in the context of large projects in The Netherlands. Environmental Impact Assessment Review, 23(5), 517-541]. Currently, the prevailing practice domain for stakeholder engagement is largely characterized by complex and dynamic environments containing a wide range of stakeholders, from hostile to conciliatory, from obstructive to collaborative [Crocker (2007) Organizational arrangements for the provision of cross-boundary transport infrastructure and services. Atlanta, GA: Georgia Institute of Technology]. This diverse range of stakeholders with different interests and expectations requires flexible and indeed specialized engagement tools [Shandas & Messer (2008) Fostering green communities through civic engagement: Community-based environmental stewardship in the Portland area. Journal of the American Planning Association, 74(4), 408-418]. Yet the practise of stakeholder analysis, a pre-requisite for successful stakeholder engagement [Clarkson (1995) A stakeholder framework for analyzing and evaluating corporate social performance. Academy of Management Review, 20(1), 92-117; Reed et al. (2009) Who\u27s in and why? A typology of stakeholder analysis methods for natural resource management. Journal of Environmental Management, 90(5), 1933-1949], has been insufficiently explored. At present, there is no integrated stakeholder analysis method that investigates the stakeholder sufficiently, i.e., from multiple space-time subjectivities, rather than from a single space-time representation. To arrive at an integrated stakeholder analysis methodology, Reed et al. (2009) have suggested investigating the potential for combining existing methods to derive more useful results. This article will therefore offer a new integrated framework, covering all components; salience, frames of reference and networks

Multi-dimensional stakeholder analysis : a methodology applied to Australian capital city airports

It is now well recognized that stakeholder engagement practices require an initial identification stage, before strategies and polices can be developed and employed. This thesis adopts a novel methodological approach which integrates three different perspectives on stakeholder analysis – salience analysis, frame of reference analysis and network analysis – into a multi-perspective framework. This completely new approach to stakeholder analysis, radically extends the fundamental understanding of how stakeholders and problem owners relate to each other within the stakeholder arena. The multi-dimensional stakeholder analysis approach allows the initial problem space to be recast into a more nuanced understanding of the presented problems

Proposing Circular Economy Ecosystem for Chinese SMEs: A Systematic Review

Circular economy (CE) has attracted so much attention around the world as it can contribute to the balance between economic development and environmental sustainability, to address the increasing critical resources scarcity and environmental issues. Small and medium-sized enterprises (SMEs) in China are a major driving force in the economy with 43 million SMEs in 2020. Most of them maintain the traditional economic development method of “take–use”, without considering the environment. This has caused great harm to the environment and resource availability. Therefore, Chinese SMEs must adopt CE in their business to address this issue. The current study aims to explore the key barriers (lack of time, lack of human resources and finance) and enablers (e.g., network, innovation, and reputation) for Chinese SMEs CE adoption. The current study employs a systematic review approach with thematic analysis to identify the internal and external barriers and enablers of CE adoption among SMEs. Moreover, a CE ecosystem has been proposed for identifying the key actors in the CE system, which will be beneficial for policy-makers to take into account when drafting and adjusting CE laws and regulations.</jats:p

Moving towards sustainable intercity transport: a case study of high-speed rail in Australia

High-speed rail (HSR) is becoming commonplace throughout the world. Previous attempts to develop HSR in Australia have been unsuccessful. This article applies scenario-based planning to the introduction of HSR so as to achieve more sustainable intercity mobility along Australia|s eastern seaboard. The article identifies regime players and transition drivers to develop a framework depicting possible futures and determine the means by which the transition arena should be managed. It also makes the case for a more |purposive transition|, whereby an optimal pathway is defined and followed, in some instances. The futures developed in the research show what is likely to occur if other pathways are chosen, and suggest how the transition should be governed, from determining which stakeholders| views should be given the most salience, to avoiding a compromised solution that benefits no one