Extending the energy efficiency gap

Backlund, Sandra; Thollander, Patrik; Palm, Jenny; Ottosson, Mikael

doi:10.1016/j.enpol.2012.08.042

Cited by 259 publications

(209 citation statements)

References 33 publications

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“…Our results coincide with prior research arguing the vital role of energy management [69,100], and finding that managerial and organizational factors have the greatest direct effects on energy efficiency improvements [21]. The results also coincide with a recent review on drivers for the adoption of eco-innovations [45] that also points to the importance of internal factors.…”

Section: Synthesis Of Findingssupporting

confidence: 80%

“…Here, organizational drivers consist of three sub-categories: management (28%), competence (14%), and organizational structure (2%). This finding is supported by an emerging literature on energy management [46,68,69], and shows that both managers' personal engagement and management practices affect firms' energy efficiency. This includes managers' awareness and sensitivity to environmental issues [40,70], their ambitions, e.g., [24,71], and commitment, e.g., [32,72].…”

Section: Organizational Drivers For Energy Efficiencysupporting

confidence: 72%

“…The results also coincide with a recent review on drivers for the adoption of eco-innovations [45] that also points to the importance of internal factors. Moreover, our finding corresponds to research on barriers to energy efficiency, arguing the impact of bounded rationality, organizational, and institutional barriers [19,69,100]. The review also reveals that competence is frequently considered as a vital driver for energy efficiency, and that the most prominent knowledge sources are competitors, knowledge institutions, and employees.…”

Section: Synthesis Of Findingsmentioning

confidence: 99%

See 2 more Smart Citations

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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Section: Synthesis Of Findingssupporting

confidence: 80%

Section: Organizational Drivers For Energy Efficiencysupporting

confidence: 72%

Section: Synthesis Of Findingsmentioning

confidence: 99%

See 1 more Smart Citation

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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“…Even so, EnM is still not fully implemented. Indeed, research has demonstrated the existence of an energy-efficiency gap-the difference between the EE that could be achieved theoretically and the actual EE [1]-and that some of this gap can be reduced by EnM practices ( [2,3]). Research also presents the means for minimizing this gap by summarizing and describing the methods and technology for making use of energy more efficiently.…”

Section: Introductionmentioning

confidence: 99%

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

2018

Self Cite

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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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“…Backlund et al (2012a) have introduced the Bextended energy efficiency gap^con-cept to illustrate that energy efficiency in the industrial sector could be better achieved by incorporating energy management of the innovative technologies rather than by concentrating only on the barriers to technological investment as has been the case with the traditional Benergy efficiency gap^discourse. Backlund et al (2012b) reported that the Swedish manufacturing firms perceived that the energy efficiency potential of technological investments or their management would be similar.…”

Section: Introductionmentioning

confidence: 99%

A behavioral change-based approach to energy efficiency in a manufacturing plant

et al. 2017

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In the realm of industrial energy efficiency studies, very little research has been done to understand the barriers and opportunities to influence behavior of production workers and the corresponding energysaving potentials. This paper analyzes a case study of Volvo Construction Equipment AB in Braås, Sweden (VCE Braås), that has reduced its relative idle electricity use by more than 10 percentage points during 2013-2016 by implementing a strategy of changing everyday behavior of production workers. The results based on interviews with actors involved in the energy efficiency project showed that a concrete goal, the employment of a fulltime operational leader who earlier worked as a production worker at VCE Braås, and the involvement of both the leadership and employees in project management were key to the success of the project.

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Extending the energy efficiency gap

Cited by 259 publications

References 33 publications

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

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

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

A behavioral change-based approach to energy efficiency in a manufacturing plant

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