Drivers and Barriers to Energy Efficiency Management for Sustainable Development

Lee, Ki Hoon

doi:10.1002/sd.1567

Cited by 84 publications

(60 citation statements)

References 30 publications

(57 reference statements)

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“…Customers' pressure has positive impacts on organizational engagement (β = 0.22), supply chain partner collaboration (β = 0.21), and carbon offsetting (β = 0.23). These results indicate regulatory practices are in line with previous reports by providing evidence that environmental regulations have played a critical role in making business practices more sustainable [6,7,18]. Customers tend to be primarily concerned with the traditional factors of quality and price; however, customers have increasingly demanded carbon reductions, as reported in a carbon labeling study [28].…”

Section: Tablesupporting

confidence: 87%

“…While some companies were reluctant to adopt carbon reduction activities, some others were willing to take advanced measures [4][5][6]. Some studies have attempted to gain a better understanding of firms' managerial responses to climate change [7][8][9]. However, previous studies have been limited in the following ways: First, firms' external stakeholders have been addressed as the strongest influencers for firms to take measures to mitigate global warming; however, the levels of environmental pressure by various stakeholders such as government, customers, competitors and the public on firms to respond to climate change that managers perceive and their actual effects on the adoption/implementation of climate change management practices have not been quantified.…”

Section: Introductionmentioning

confidence: 99%

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Antecedents and Consequences of Firms’ Climate Change Management Practices: Stakeholder and Synergistic Approach

Lee

Kim

2015

Sustainability

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There is a growing pressure for firms to address global warming issues, but firms differ in adopting and implementing management practices in response to climate change. The aim of this study is to assess stakeholder pressure and firms' responses to climate change, and their effect on emission reduction and operational performance. A survey was conducted and then empirically analyzed using regression analysis. This study shows that financial investors and regulatory agencies are the most influential stakeholders for adopting and implementing climate change management practices. Process efficiency and low-carbon product development are the most adopted carbon management practices while organizational engagement and carbon offsetting are not preferred. This article provides evidence that some firms' climate change management practices lead to improved operational performance such as cost reduction and enhanced delivery and flexibility, as well as improved climate change performance including carbon emission and energy consumption reductions. This study provides guidance for policy makers and firm managers on how to identify, design and manage global warming issues within the business arena.

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Section: Tablesupporting

confidence: 87%

Section: Introductionmentioning

confidence: 99%

Antecedents and Consequences of Firms’ Climate Change Management Practices: Stakeholder and Synergistic Approach

Lee

Kim

2015

Sustainability

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“…Hence, the competitive environment can affect the firms' energy efficiency strategies in various ways. Demands from the owner are a strong driver for energy efficiency [91]. Particularly, studies conducted in countries with less developed economies show that the presence of foreign ownership [33,63] and foreign investments [64] has a statistically significant and positive impact on energy efficiency.…”

Section: Market Driversmentioning

confidence: 99%

“…The review finds that economic policy instruments are considered most important. They stimulate energy efficiency through increasing energy taxes [52,91] and emission fees [26], or by providing investment subsidies [26,28,76,89,90]. Considering that firms are more responsive to initial costs than annual savings [41,58], one may assume that subsidies may be more effective at promoting energy-efficient technologies than energy price increases.…”

Section: Policy Instrumentsmentioning

confidence: 99%

Closing the Energy Efficiency Gap—A Systematic Review of Empirical Articles on Drivers to Energy Efficiency in Manufacturing Firms

Solnørdal

Foss

2018

Energies

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Abstract:Research has identified an extensive potential for energy efficiency within the manufacturing sector, which is responsible for a substantial share of global energy consumption and greenhouse gas emissions. The purpose of this study is to enhance the knowledge of vital drivers for energy efficiency in this sector by providing a critical and systematic review of the empirical literature on drivers to energy efficiency in manufacturing firms at the firm level. The systematic literature review (SLR) is based on peer-reviewed articles published between 1998 and 2016. The findings reveal that organizational and economic drivers are, from the firms' perspective, the most prominent stimulus for energy efficiency and that they consider policy instruments and market drivers to be less important. Secondly, firm size has a positive effect on the firms' energy efficiency, while the literature is inconclusive considering sectorial impact. Third, the studies are mainly conducted in the US and Western European countries, despite the fact that future increase in energy demand is expected outside these regions. These findings imply a potential mismatch between energy policy-makers' and firm mangers' understanding of which factors are most important for achieving increased energy efficiency in manufacturing firms. Energy policies should target the stimulation of management, competence, and organizational structure in addition to the provision of economic incentives. Further understanding about which and how internal resources, organizational capabilities, and management practices impact energy efficiency in manufacturing firms is needed. Future energy efficiency scholars should advance our theoretical understanding of the relationship between energy efficiency improvements in firms, the related change processes, and the drivers that affect these processes.

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“…Primary metal manufacturing SMEs (Northern Italy) Trianni et al (2013b) Steel (Korea) Lee (2014) Iron and steel (Sweden) Brunke et al (2014) Ceramic, cement, lime (Belgium) Venmans (2014) Low priority given to energy management (I)…”

Section: Barriers To and Driving Forces For Improved Industrial Energmentioning

confidence: 99%

Improved energy efficiency within the Swedish steel industry—the importance of energy management and networking

Johansson

2014

Energy Efficiency

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The iron and steel industry is an energy-intensive industry that consumes a significant portion of fossil fuel and electricity production. Climate change, the threat of an unsecure energy supply, and rising energy prices have emphasized the issue of improved energy efficiency in the iron and steel industry. However, an energy efficiency gap is well recognised, i.e. cost efficient measures are not implemented in practice. This study will go deeper into why this gap occurs by investigating energy management practices at 11 iron and steel companies in Sweden. Energy managers at the steel plants were interviewed about how they perceived their own and their companies' efforts to improve energy efficiency and how networking among energy managers influenced the efforts to improve energy efficiency. Reported barriers to improved energy efficiency were, for example, too long payback period, lack of profitability, lack of personnel, risk of production disruption, lack of time, and lack of commitment. Only three out of the eleven companies had assigned a person to work full time with energy management, and some of the energy managers were frustrated with not having enough time to work with energy issues. Generally, the respondents felt that they had support from senior management and that energy issues were prioritised, but only a few of the companies had made great efforts to involve employees in improving energy efficiency. Networking among Swedish steel companies was administered by the Swedish Steel Producers' Association, and their networking meetings contributed to the exchange of knowledge and ideas. In conclusion, Swedish steel companies regard improved energy efficiency as important but have much work left to do in this area. For example, vast amounts of excess heat are not being recovered and more efforts could be put into engaging employees and introducing a culture of energy efficiency.

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Drivers and Barriers to Energy Efficiency Management for Sustainable Development

Cited by 84 publications

References 30 publications

Antecedents and Consequences of Firms’ Climate Change Management Practices: Stakeholder and Synergistic Approach

Antecedents and Consequences of Firms’ Climate Change Management Practices: Stakeholder and Synergistic Approach

Closing the Energy Efficiency Gap—A Systematic Review of Empirical Articles on Drivers to Energy Efficiency in Manufacturing Firms

Improved energy efficiency within the Swedish steel industry—the importance of energy management and networking

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