Current research points to a large energy efficiency potential in industry which is still left unexploited. One of the most promising means of reducing energy consumption and related energy costs is implementing an energy management. This paper provides a systematic review of existing academic journal publications on energy management in industry. Five essential key elements of an energy management based on overarching themes are identified within the body of literature (strategy/planning, implementation/operation, controlling, organization and culture) and the specific findings relating to each key element are synthesized. Subsequently a conceptual framework of an energy management is developed which illustrates that a comprehensive approach is necessary in order to effectively exploit the existing energy efficiency potential. Finally implications for further research are described.

Although previous studies point to much (untapped) potential for energy efficiency enhancement in industry, empirical research that adapts findings of environmental control to the context of energy management remains widely neglected. Specifically, previous environmental research suggests that the implementation of energy management control systems (EnMCS) could be an effective lever for companies to enhance their production systems and operations toward energy efficiency. Yet, empirical evidence for this theoretical proposition is rather missing; thus, debate continues regarding whether the high investments to set up a comprehensive EnMCS pay off in the long run. Based on a sample of 236 German manufacturing companies, this study combines primary data that capture the configuration of EnMCS with secondary data that were used to calculate energy efficiency. The results provide evidence that the extent of EnMCS implementation positively relates to firms' energy efficiency. Findings from additional moderation analysis suggest that companies might enhance the relationship of EnMCS and energy efficiency performance by establishing a full-time energy manager or by using external energy consulting support. Keywords:eco-efficiency energy efficiency environmental improvement environmental management environmental management system industrial ecologyConflict of interest statement: The authors have no conflict to declare.

Purpose The purpose of this paper is to link the fields of research on strategic decision (SD) making and integrated reporting (IR) and advances knowledge of the concept of integrated thinking by describing how financial information and non-financial environmental, social and governance (ESG) information are used in different phases of the strategic decision-making process (SDMP). Design/methodology/approach In total, 15 senior executives from twelve different industries were asked about the importance of different types of information within SDMPs. The data were analyzed by means of content analysis. Findings The authors derive a four-phase model and explicate the utilization of financial information and non-financial ESG information within each phase. The findings show that both types of information affect SDMPs, but the importance of each type differs among the phases. Practical implications This study offers practitioners a yardstick against which to compare how they use different types of information throughout the SDMP. Originality/value This paper provides a conceptual model of integrated thinking in SD making by connecting two separate fields of research. This connection will permit deeper study of the field of information and its implications for SD making. The present investigation shows that IR can promote integrated thinking in companies, as the broader range of information at hand allows companies to form a holistic picture of internal management questions and incorporate information that has not been previously prepared or associated with existing information.

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