What motivates European firms to adopt environmental management systems?.

The growing world concern about the impact of industrial activities on the environment has motivated companies to adopt Environmental Management Systems (EMSs). Despite this trend, very Httle has been written about the variables associated with the implementation of this type of management tool. This article describes the individual, strategic and organizational variables that a sample of European firms use to determine whether to adopt these EMS. It also discusses the most frequently used environmental standards, the outside influences that motivate directors to implement them and the personal perceptions that playa key role in determining whether the standards will be adopted.Environmental Management Systems; European firms;

Re-evaluating green marketing strategy : a stakeholder perspective.

Purpose The present study aims to examine the influence of stakeholders on green marketing strategy (GMS). Marketing literature recognizes that stakeholders play a significant role in influencing organizations and markets, but has not targeted a single integrated approach to examine the relationship between stakeholder management and GMS. Design/methodology/approach This research comprised several phases, including the development of a typology of GMS, an analysis of how managers prioritize stakeholders, a study of the influence of stakeholders on GMS, and an analysis of the influence of the organizational context on managers’ perception of the stakeholders. The hypotheses were validated using multivariate correlational techniques. Findings The study identified the stakeholders associated with GMS and their impact on the strategy adopted by the firms, and established how this is moderated by the firm’s own economic sector and organizational characteristics. Research limitations/implications Future studies might replicate and extend the research in other industries and countries to ascertain whether environmental concerns have different effects in other contexts. Practical implications The surveys on GMS and stakeholder perception undertaken in the present survey are a potential source of information for managers because they can be used as a self diagnostic tool to determine if a firm’s attitude to the environment is reactive or proactive. Originality/value Results show that the organizational “greening” process is not a linear, one dimensional progression, rather an uneven process in which several GMS profiles prioritize different stakeholders. The results also reveal that underlying perceptual, behavioral, and organizational factors influence GMS implementation.Green marketing; Environmental management; Stakeholder analysis; Spain;

La implementación: un fenómeno organizativo multidimensional

Ante la creciente importancia del tema implementación para las disciplinas que estudian la empresa, este artículo persigue dos objetivos: resumir el estado actual de la literatura sobre el tema y presentar una definición que toma en consideración las diferentes tendencias y críticas en la implementación de estrategias competitivas. Esta definición integra varias disciplinas y permite concebir la implementación como un fenómeno multidimensional, el cual está formado por diversos niveles de agregación: individual, grupal y organizativo

Reexaminig the adoption of the marketing concept

This article presents an original method of analysis to solve an old yet seldom recognized problem, how organizations adopt the marketing concepto The empirical study was conducted in a representative sample of insurance firms in Belgium. The organizational dimensions of the marketing adoption studied were: 1. marketing organization, 2. marketing responsibilities, and 3. marketing strategies. This research studies those organizational aspects of the adoption of marketing, their association with business performance measures, and the intentionality followed in the adoption process. It was found that firm performance was associated with several organizational factors as well as with the marketing tactics, and the adoption of marketing was not the result of an intentionally planned process. The results show that the adoption of marketing is a multidimensional process that does not prevent the coexistence within a firm of structures and actions belonging to different evolutionary stages. These results contradict the models that consider the adoption of marketing from an environmental deterministic perspective and neglect the related organizational aspects from its adoption

What motivates European firms to adopt environmental management systems?

The growing world concern about the impact of industrial activities on the environment has motivated companies to adopt Environmental Management Systems (EMSs). Despite this trend, very Httle has been written about the variables associated with the implementation of this type of management tool. This article describes the individual, strategic and organizational variables that a sample of European firms use to determine whether to adopt these EMS. It also discusses the most frequently used environmental standards, the outside influences that motivate directors to implement them and the personal perceptions that playa key role in determining whether the standards will be adopted.Publicad

Re-evaluating green marketing strategy : a stakeholder perspective

Purpose The present study aims to examine the influence of stakeholders on green marketing strategy (GMS). Marketing literature recognizes that stakeholders play a significant role in influencing organizations and markets, but has not targeted a single integrated approach to examine the relationship between stakeholder management and GMS. Design/methodology/approach This research comprised several phases, including the development of a typology of GMS, an analysis of how managers prioritize stakeholders, a study of the influence of stakeholders on GMS, and an analysis of the influence of the organizational context on managers’ perception of the stakeholders. The hypotheses were validated using multivariate correlational techniques. Findings The study identified the stakeholders associated with GMS and their impact on the strategy adopted by the firms, and established how this is moderated by the firm’s own economic sector and organizational characteristics. Research limitations/implications Future studies might replicate and extend the research in other industries and countries to ascertain whether environmental concerns have different effects in other contexts. Practical implications The surveys on GMS and stakeholder perception undertaken in the present survey are a potential source of information for managers because they can be used as a self diagnostic tool to determine if a firm’s attitude to the environment is reactive or proactive. Originality/value Results show that the organizational “greening” process is not a linear, one dimensional progression, rather an uneven process in which several GMS profiles prioritize different stakeholders. The results also reveal that underlying perceptual, behavioral, and organizational factors influence GMS implementation.Publicad

Análisis y expansión de la orientación al mercado: una validación empírica en empresas españolas

Se presenta un análisis crítico de las tradicionales perspectivas de la orientación al mercado para justificar la necesidad de una nueva definición. Se expone también el marco teórico de una definición, validada en tres países, que integra otras y se distingue de éstas porque considera a la orientación como una estrategia competitiva de la organización. Los resultados obtenidos indican que esta definición es válida para los problemas competitivos y confirma que la orientación al mercado debe considerar a los trabajadores como el primer cliente de la empresa.Publicad

La orientación al mercado como estrategia competitiva de la organización

Considerando que la literatura sobre marketing y estrategia aún mantienen discrepancias sobre la definición de la orientación al mercado, el presente artículo expone un marco teórico para definir la orientación al mercado como una estrategia organizacional. El estudio se ha realizado en muestras representativas de dos países para analizar la identidad de la orientación al mercado en un contexto no estadounidense, En esta investigación también se ha validado la relación positiva entre la orientación al mercado y y diversas medidas de rendimiento, tanto objetivas como subjetivas, Nuestra definición amplía las perspectivas tradicionales de la orientación al mercado, la orientación al marketing y la orientación al cliente.Publicad

La orientación al mercado como estrategia competitiva de la organización.

Considerando que la literatura sobre marketing y estrategia aún mantienen discrepancias sobre la definición de la orientación al mercado, el presente artículo expone un marco teórico para definir la orientación al mercado como una estrategia organizacional. El estudio se ha realizado en muestras representativas de dos países para analizar la identidad de la orientación al mercado en un contexto no estadounidense, En esta investigación también se ha validado la relación positiva entre la orientación al mercado y y diversas medidas de rendimiento, tanto objetivas como subjetivas, Nuestra definición amplía las perspectivas tradicionales de la orientación al mercado, la orientación al marketing y la orientación al cliente.Orientación al mercado; Estrategia competitiva; Estrategia organizativa;

Environmental operations strategies: European approaches and research challenges

Since the environment has very recently emerged as a strategic issue, work has only begun to investigate the conceptual linkages between strategic management and the environment. A thoroughly revision of both academic and professional literature evidences that such scarcity of research doubles, or even trebles, when the scenery of the European Operations Management Strategies is considered. The main objective of this paper is, therefore, to discuss the impact of the design of the environmental management strategy on the formulation of the Operations Strategy and its implementation. Since the majority of the literature has neglected to focus the European approaches to such formulation, we will try to overcome this gap by analysing a sample of 2882 European companies