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The traditional approach of operations management has evaluated an organisation's performance based on four main areas: cost, quality, time and service. However, the necessity to introduce environmental protection measures in firms so as to achieve sustainable development has forced a redefinition of the operations function. This paper reviews the literature on operations management and environmental issues, in order to determine the role of operations in sustainability. We justify the need to include environmental performance as a new dimension of operations performance. Finally, we analyse environmental performance as an operations objective and present certain aspects that should be taken into account when measuring it.

This paper provides an in-depth study of the relationship between the company's training strategy and its learning capability. On a sample of 111 Spanish companies from the chemical industry, tests a set of hypotheses which link four different training strategies with the learning capability dimensions. The results obtained from the regression analyses clearly show that ongoing training, team-based training and job rotation programmes have a positive influence on company learning capability. The present study presents evidence of how a specific human resources strategy (training strategy) influences the development of a strategic capability (organisational learning). Future studies should analyse the influence of training on performance, using organisational learning capability as a moderating variable. Additionally, the relationship between human resource management and learning should also be studied using a configurational approach. This would enable to take into account the synergic effect deriving from the joint use of complementary human resources strategies.

Abstract. The "Integrated Water Resources Management" principle was formally laid down at the International Conference on Water and Sustainable development in Dublin 1992.

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