This paper reviews the literature in order to identify the determinant factors of a company's environmental proactivity. It starts by arguing that environmental proactivity can be manifested through diverse practices and strategies and goes on to comment upon several variables that seem to influence the decision to implement such strategies. Some of these variables depict internal company features and others describe the general environment in which operations are carried out. Stakeholders' pressure is distinguished as a central determinant factor and it is argued that all the other variables affect either the intensity of this pressure or the company's capacity to perceive it. All the factors identified herein should be taken into account, at least as control variables, in those studies aiming at explaining and contextualizing environmental strategies.

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Although the strategic importance of purchasing has been acknowledged in recent years, few studies analyze its contribution to business performance. The alignment of the purchasing function with business strategy is essential, but previous work links better performance with the implementation of specific purchasing practices. This article develops a different approach focused on purchasing capabilities rather than purchasing practices and proposes that purchasing's contribution to business performance depends on the degree to which purchasing capabilities fit with and support the business strategy. By adapting the Theory of Production Competence to the purchasing context, this article distinguishes two levels of fit: between purchasing strategic objectives and purchasing capabilities, defined as ''purchasing efficacy,'' and between business strategy and purchasing strategic objectives, which is viewed as an immediate consequence of the strategic integration of purchasing. The interaction between both levels of fit influences business commercial and financial performance, and an empirical analysis of 141 industrial companies supports this proposition. #

Although several articles have studied the effect that stakeholder pressure has on the environmental behavior of fi rms, little research has attempted to identify the contingencies that explain such pressure. This article investigates the effects of six relevant variables on stakeholder environmental pressure perceived by industrial companies: size, internationalization, location of manufacturing activities, position in the supply chain, industrial sector, and managerial values and attitudes. The effect is theoretically determined by distinguishing between pressure intensity and perception capacity and empirically tested with a sample of 186 Spanish manufacturers. The analyses reveal two dimensions of stakeholder pressure, governmental and nongovernmental, and show that variables such as environmental awareness among managers, internationalization, industrial sector and company size play important roles in determining both dimensions.