Corporate Response to Environmental Issues: Packaging

Labatt, Sonia

doi:10.1111/j.1468-2257.1997.tb00917.x

Cited by 17 publications

(9 citation statements)

References 33 publications

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“…Technical performance management frameworks (such as ISO 14001) support organizations with good environmental performance (Babakri et al, 2004). This includes studies where the development of a plan represents environmental performance (Sapat, 2004) together with the use of more complex indicators of performance, which take into account the existence of environmental policies, their likely impact and the presence of other environmental management systems (Labatt, 1997;Lefebvre et al, 2003). Studies drawing upon outputs show higher performance for firms adopting environmental new product development regimes (Pujari et al, 2003) and process initiatives (Gilley et al, 2000).…”

Section: Corporate Social Responsiblity Organizational Strategy and mentioning

confidence: 99%

Sustainability, performance and organizational strategy: an empirical analysis of public organizations

Enticott

Walker

2005

Bus Strat Env

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This paper presents a first time empirical analysis of sustainable management and performance in public organizations. Prior evidence from private firms on the relationship between sustainable management and performance indicates that the benefits of adopting social responsibility practices accrue across a number of dimensions of performance. Empirical analysis of English local government suggests that sustainable management is related to sustainability performance but not to other measures of organizational performance. These conclusions raise questions about the nature of sustainable management in public agencies and the measurement of performance.

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Section: Corporate Social Responsiblity Organizational Strategy and mentioning

confidence: 99%

Sustainability, performance and organizational strategy: an empirical analysis of public organizations

Enticott

Walker

2005

Bus Strat Env

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“…This has prompted a growing number of studies on the various facets of corporate social responsibility (CSR). While some studies attempt to investigate the theoretical and philosophical basis of CSR and ethics (Carroll, 2000;1979;Sen, 1997;Etzioni, 1988;Hunt and Vitell, 1986;Friedman, 1970), others focus on the possible determinants of social and ethical commitments of corporations in terms of firm size (Lee, 1987;Aupperle et al 1985;Ullman, 1985;Aldag and Jackson, 1984), country/culture (Quazi and O'Brien, 2000;Schlegelmilch and Robertson, 1995), industry type (Schlegelmilch and Robertson, 1995; Quazi, 1994), product orientation (Labatt, 1997), and organizational performance (Aldag and Jackson, 1984).…”

Section: Introductionmentioning

confidence: 98%

Identifying the determinants of corporate managers’ perceived social obligations

Quazi

2003

Management Decision

198

157

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Explores the determinants of perceived social obligations of corporate managers focusing on managerial and personal demographics. A survey of Australian corporate managers revealed that there is a significant relationship between the level of education, training status and religiosity of managers and their perception of corporate social responsibility (CSR). The findings indicate that managerial commitment to CSR is linked with the acquired qualities (education and training) rather than their inherent physical maturity (age). Furthermore, modernity reflected in achievement via hard work, rather than mere belief in luck, determines the pattern of managerial perception of CSR. Religious metaphors seem to influence managers’ perception of social commitment suggesting that theology is also an important determinant of the ethical perceptions of Australian corporate managers. These findings have important implications for personnel policies of socially responsive corporations. Addresses the limitations of the study and explores potential areas of further research.

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“…business to business). This is also discussed in Labatt [31]; consumeroriented actors (especially large international corporations), are more concerned about the public image than firms that are not in direct contact with the public. Industry-oriented firms are therefore less inclined to respond to consumer pressure and potential regulatory pressure [31].…”

Section: Discussionmentioning

confidence: 99%

Material efficiency in Dutch packaging policy

Worrell

Sluisveld

2013

Phil. Trans. R. Soc. A.

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Packaging materials are one of the largest contributors to municipal solid waste generation. In this paper, we evaluate the material impacts of packaging policy in The Netherlands, focusing on the role of material efficiency (or waste prevention). Since 1991, five different policies have been implemented to reduce the environmental impact of packaging. The analysis shows that Dutch packaging policies helped to reduce the total packaging volume until 1999. After 2000, packaging consumption increased more rapidly than the baseline, suggesting that policy measures were not effective. Generally, we see limited attention to material efficiency to reduce packaging material use. For this purpose, we tried to gain more insight in recent activities on material efficiency, by building a database of packaging prevention initiatives. We identified 131 alterations to packaging implemented in the period 2005–2010, of which weight reduction was the predominant approach. More appropriate packaging policy is needed to increase the effectiveness of policies, with special attention to material efficiency.

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Corporate Response to Environmental Issues: Packaging

Cited by 17 publications

References 33 publications

Sustainability, performance and organizational strategy: an empirical analysis of public organizations

Sustainability, performance and organizational strategy: an empirical analysis of public organizations

Identifying the determinants of corporate managers’ perceived social obligations

Material efficiency in Dutch packaging policy

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