Energy management in industry – a systematic review of previous findings and an integrative conceptual framework

Schulze, Mike; Nehler, Henrik; Ottosson, Mikael; Thollander, Patrik

doi:10.1016/j.jclepro.2015.06.060

Cited by 307 publications

(338 citation statements)

References 59 publications

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“…Hence, generalizations were made and conclusions were drawn based on the content of all the articles that fulfilled the search criteria. The suitability of the systematic review to management and organizational studies was first described by Tranfield et al [49] and the approach was used for EnM in industry by Schulze et al [21].…”

Section: Methodsmentioning

confidence: 99%

“…Results were limited to only scientific articles in English which were available in full text; reports, publications within conference proceedings, and so on were excluded. We searched for scientific articles published from 1979 onwards, since that year is considered to be a turning point for global awareness of energy related issues and thus is when EnM activities in industry began [21].…”

Section: Methodsmentioning

confidence: 99%

“…This summarizes several definitions of EnM in the literature, some of which were presented by Schulze et al [21]. Generally, EnM can be done via (i) management, (ii) technology, and (iii) policies/regulations ( [18,22]).…”

Section: Figurementioning

confidence: 97%

“…There is an extensive systematic review regarding EnM in industry generally, including the PPI, by Schulze et al [21]. Regarding EnM in the PPI alone, there are three comprehensive reviews ( [45][46][47]) that address technical solutions for increasing EE and the advantages that EE brings.…”

Section: Figurementioning

confidence: 99%

“…This was different from the analysis of studies on EnM in industry generally. Specifically, Schulze et al [21] showed that the three prevalent themes for a strategic/planning perspective were the needs for (i) a documented long-term energy strategy/energy policy; (ii) energy planning, including target-setting processes at a company level; and (iii) a clear and systematic risk-management for minimizing the risks, for example, energy supply shortages and volatility of energy prices.…”

Section: Strategy/planningmentioning

confidence: 99%

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Drivers, Barriers, and Success Factors for Improving Energy Management in the Pulp and Paper Industry

2018

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Successful energy management is a way to achieve energy efficiency in the pulp and paper industry (PPI), which is important for assuring energy supply security, for increasing economic competitiveness, and for mitigating greenhouse gases. However, research shows that although energy use within PPI can be reduced by 5.5-19.4% per year, some of this by energy management practices, energy management is not always implemented. Why is this so? What are the barriers to, and drivers of implementation? How can the barriers be overcome? A systematic review of barriers and drivers in energy management in the PPI within peer-reviewed scientific articles suggests that the world-wide events that affect energy supply, volatility, and use seemingly also affect the number and frequency of research articles on energy management in the PPI. The perception of energy management in the PPI seems to be dominated by the understanding that it can mostly be achieved through technological improvements aiming to improve energy efficiency. The main driver of energy management was shown to be economic conditions: high and unstable energy prices, followed by drivers such as the need to remain internationally competitive, collaboration and energy management systems. Meanwhile, examples of the most important barriers are technical risks, lack of access to capital, lack of time and other priorities, and slim organization. The success factors for enhancing drivers and overcoming barriers were continuous energy accounting, energy-related collaboration, energy-efficiency programmes, and benchmarking. Altogether, success factors for energy management for improved energy efficiency could be summarized in the 4M framework-the "4M for energy efficiency": mind, measure, monitor, and manage-that could be used as the energy management memory-tool that could lead to improved energy efficiency in other sectors as well.

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Section: Methodsmentioning

confidence: 99%

Section: Methodsmentioning

confidence: 99%

Section: Figurementioning

confidence: 97%

Section: Figurementioning

confidence: 99%

Section: Strategy/planningmentioning

confidence: 99%

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Drivers, Barriers, and Success Factors for Improving Energy Management in the Pulp and Paper Industry

2018

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The Relationship between Organizational Culture and Energy Performance: A Municipal Energy Manager Level Study

2017

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For energy managers, finding personal meaning in the activities they are engaged in and gaining\ud an identity in connection between energy efficiency and organizational goals is a necessary\ud condition to mobilize passion and commitment, which in turn are fundamental to achieve\ud organizational goals under tight budget constraints. Despite this, little is known about how\ud municipalities, which are typical budget-constrained organizations, can enhance the empowerment\ud of employees with roles as energy managers. This paper draws from the literature on\ud the person–organization fit in order to adapt and test the hypothesis that multiple dimensions\ud of organizational culture are strong predictors of perceived managerial and technical energy performance.\ud Data from 729 questionnaire responses from energy managers of Italian municipalities\ud show that formalization, team orientation, innovation, centralization and reward systems are the\ud key elements that enable energy managers to act as business partners instead of task managers.\ud Causal relations are discussed and presented along with theoretical and policy implications that\ud can provide inspiration also to private organizations. Copyright © 2017 John Wiley & Sons, Ltd\ud and ERP Environmen

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Sustainability concerns in luxury supply chains: European brand strategies and French consumer expectations

Jaegler

Goessling

2020

Bus Strat Env

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Sustainability in supply chain management has become a concern in both research and practice. Although consumption and purchasing have been significantly explored in the luxury sector, a gap in supply chain studies is still evident. Therefore, the aim of this article is to examine how industry bodies and supply chain partners address sustainability concerns in the European luxury sector and how they respond to consumer expectations. In an explanatory study, we have collected data about sustainable supply chain practices in 11 European luxury good companies, by interviewing and surveying 13 managers. In a first consumer study, we held interviews with French luxury consumers in Bordeaux about their sustainability expectations (N = 170). The results show that while the distribution of attention is dependent on the respective supply chain activities, luxury goods companies address sustainability concerns and aim to take responsibility for their activities. However, the emphasis is on the dimension of economic sustainability. A comparison with sustainability expectations of French luxury goods consumers suggests that business practices are not perfectly well aligned with these expectations. Consumers put more emphasis on social and environmental sustainability dimensions. On the other hand, business activities concerning waste reduction and raw material management rather well match consumer expectations.

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Energy management in industry – a systematic review of previous findings and an integrative conceptual framework

Cited by 307 publications

References 59 publications

Drivers, Barriers, and Success Factors for Improving Energy Management in the Pulp and Paper Industry

Drivers, Barriers, and Success Factors for Improving Energy Management in the Pulp and Paper Industry

The Relationship between Organizational Culture and Energy Performance: A Municipal Energy Manager Level Study

Sustainability concerns in luxury supply chains: European brand strategies and French consumer expectations

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