Economic incentives and small firms: Does it pay to be green?

Clemens, Bruce

doi:10.1016/j.jbusres.2005.08.006

Cited by 194 publications

(142 citation statements)

References 57 publications

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“…The shortage of such skills is responsible for the high rate of failure of newly established companies. According to Clemens [18] and Wagner [91], it is strategically important to have access to skills-based programmes of training if newly established companies are to bridge the skills gap in the SMME sector. Business programmes that are offered by South African universities are not relevant to the survival needs of small and medium-sized enterprises.…”

Section: Discussion Of Resultsmentioning

confidence: 99%

“…In the majority of Sub-Saharan African countries, the most notable obstacles to sustained growth and development are lack of access to finance [18], the acute shortage of entrepreneurial skills [19], poor infrastructural development [20] and heavy bureaucracy and legislative obstacles [21]. The study conducted by Chapman [22] has found that superior and well-proven entrepreneurial skills are essential for establishing viable small, micro and medium enterprises globally, and that business operators who lack entrepreneurial skills must aspire to improve their capacity of business leadership constantly.…”

Section: Literature Reviewmentioning

confidence: 99%

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Analysis of Factors That Affect the Long-Term Survival of Small Businesses in Pretoria, South Africa

Worku¹

2013

JDAIP

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The paper is based on a 5-year follow-up study (2007 to 2012) of a random sample of 349 small business enterprises that operate in and around the city of Pretoria in South Africa. Data were gathered from each of the businesses on socioeconomic factors that were known to affect the long-term survival of small businesses. The objective of the study was to identify and quantify key predictors of viability and long-term survival. Pearson's chi-square tests of associations, binary logistic regression analysis and the Cox Proportional Hazards Model were used for screening of variables, and for estimating odds ratios and hazard ratios of key predictors of viability and long-term survival. The study found that 188 of the 349 businesses that took part in the study (54%) were not viable, and that the long-term survival and viability of small businesses were adversely affected by lack of entrepreneurial skills, lack of supervisory support to newly established businesses, and inability to operators running newly established businesses to acquire relevant vocational skills.

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Section: Discussion Of Resultsmentioning

confidence: 99%

Section: Literature Reviewmentioning

confidence: 99%

Analysis of Factors That Affect the Long-Term Survival of Small Businesses in Pretoria, South Africa

Worku¹

2013

JDAIP

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“…Research in the field of Green HRM is inter-disciplinary, drawing from organizational themes within strategic management (Aragón-Correa & Rubio-López, 2007;Boiral, 2009, Jabbour et al, 2010Schroeder, 2012), organizational performance and performance management (Clemens, 2006;Jabbour et al, 2015;Länsiluoto & Jarvenpää, 2010;Marcus & Fremeth, 2009;Ambec & Lanoie, 2008), organizational culture, employee engagement, staff development and training (Govindarajulu & Daily, 2004;Jabbour 2013b;Rothenberg, 2003;Vaccaro & Echeverri, 2010). The following literature review focuses on the two prominent areas in the Green HRM debate as identified earlier in this study: the positioning and alignment of the environment and HR function including the integration with organizational performance and Green employee engagement.…”

Section: Green Hrmmentioning

confidence: 97%

Green human resource management: a comparative qualitative case study of a United States multinational corporation

Haddock-Millar

Sanyal

Müller‐Camen

2015

The International Journal of Human Resource Management

226

154

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This article explores the ways in which a multinational company approaches green human resource management (HRM) in its British, German and Swedish subsidiaries. The authors analyse the similarities and differences in Green HRM approaches in these three European subsidiaries of a US restaurant chain. This enables the comparison of Green HRM practices and behaviours, and considers the factors that influence the subsidiaries in this particular domain. Therefore, this research addresses the current lack of international comparative research in the field of Green HRM. The methodological approach is a multicase study with 50 participants, using semi-structured interviews and focus groups. The results present evidence of proactive environmental management, reflected through a range of operational and people-centred initiatives across the three European countries. Although there is an overarching commitment to environmental sustainability, the positioning and alignment of the environment and HR function differ amongst the subsidiaries, as does the way in which the subsidiaries choose to engage the workforce in environmental sustainability. The study identified a number of factors that explain the differences in approaches including, amongst others, strategic and performance drivers and cultural dimensions, such as relationships with key stakeholders.

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“…Nevertheless, the use of subjective perceptions of managers and directors to measure firm performance is widely accepted in the strategy and ONE literatures (e.g. Aragón-Correa et al, 2008;Branzei et al, 2004;Clemens, 2006;Chan, 2005;Judge and Douglas, 1998;Sharma and Vredenburg, 1998).…”

Section: Measure For Environmental Performancementioning

confidence: 99%

Linking Employee Stakeholders to Environmental Performance: The Role of Proactive Environmental Strategies and Shared Vision

2014

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Economic incentives and small firms: Does it pay to be green?

Cited by 194 publications

References 57 publications

Analysis of Factors That Affect the Long-Term Survival of Small Businesses in Pretoria, South Africa

Analysis of Factors That Affect the Long-Term Survival of Small Businesses in Pretoria, South Africa

Green human resource management: a comparative qualitative case study of a United States multinational corporation

Linking Employee Stakeholders to Environmental Performance: The Role of Proactive Environmental Strategies and Shared Vision

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