International Environmental Standards and Corporate Policies: An Integrative Framework

Rondinelli, Dennis A.; Vastag, Gyula

doi:10.2307/41165878

Cited by 95 publications

(57 citation statements)

References 4 publications

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“…Aragon-Correa (1998) has argued that environmental training is associated with the environmental position of particular organization. Accordingly, environmental training improves employee attitudes positively towards organization's environmental management initiatives such as prevention of pollution and waste management and many more (Florida, 1996;Hart & Ahuja, 1996). Environmental training can be considered as an indicator to measure the firm's environmental performance (Aragon-Correa, 1998).…”

Section: Environmental Training and Environmental Attitude Of Employeementioning

confidence: 99%

“…Several researchers have argued that employee's positive attitudes toward environmental protection and their participation in environmental management activities of the organization lead to superior environmental performance (Ramus, 2002;Strandberg, 2009;Florida, 1996). Personal values of employees impact on their attitude towards economic, social and environmental aspects of sustainable development (Cirnu & Kuralt, 2013).…”

Section: Environmental Attitude Of Employee and Environmental Orientamentioning

confidence: 99%

“…According to Sekaran (2000), the correlation coefficient value (r) range from 0.10 to 0.29 is considered weak, from 0.30 to 0.49 is considered medium and from 0.50 to 1.0 is considered strong. However, according to Field (2005), correlation coefficient should not go beyond 0.8 to avoid multi-collinearity. The correlation matrix shows that multicollinearity does not threaten the validity of the data.…”

Section: Correlation Analysismentioning

confidence: 99%

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The Mediating Effect of Environmental Attitude of Employee in the Relationship between Environmental Training and Environmental Orientation of Organization

Thevanes¹,

A²

2017

JHRMLS

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This paper aims to examine the relationships among environmental training, environmental attitude of employee and environmental orientation of organization and the mediating effect of environmental attitude of employee in the relationship between environmental training and environmental orientation of organization. In order to achieve the study objectives, primary data were collected from 108 employees of selected leading apparel company which is operating in Batticaloa and Polonnnaruwa areas of Sri Lanka. The simple mediation analysis was used to test the research model. Findings of the study revealed that, there are positive and significant relationships exist among the study variables. Moreover, empirical finding of the study indicated that environmental attitude of employee does not mediate with the relationship between environmental training and environmental orientation of organization. The empirical finding of the study contradicted with what was hypothesized in the study. Hence, further empirical studies should be carried out to test the theoretical argument (mediating effect) of this study.

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Section: Environmental Training and Environmental Attitude Of Employeementioning

confidence: 99%

Section: Environmental Attitude Of Employee and Environmental Orientamentioning

confidence: 99%

Section: Correlation Analysismentioning

confidence: 99%

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The Mediating Effect of Environmental Attitude of Employee in the Relationship between Environmental Training and Environmental Orientation of Organization

Thevanes¹,

A²

2017

JHRMLS

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“…To be successful, a company has to keep asking questions over and over about its environmental performance, and never become satisfied with the status quo. (Kreitz, 2002) The development of the ISO 14000 and European Eco-Management and Audit Scheme (EMAS) series of environmental quality standards allows firms to develop country-independent EMS-something many firms have begun to do (Rondinelli & Vastag, 1996). By adopting ISO 14000 or EMAS standards, firms attempt to position themselves to stay ahead of most countries' environmental regulation (e.g., Biondi, Frey, & Iraldo, 2000;Miles, Munilla, & McClurg, 1999).…”

Section: Global and Institutional Pressures For High-level Environmenmentioning

confidence: 99%

A Model of the Global and Institutional Antecedents of High-Level Corporate Environmental Performance

2004

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Stories of firms that exceed local compliance requirements in their environmental performance appear routinely. However, we have limited theoretical explanations of what propels these firms to exceed compliance. Our theory suggests that global competitive and institutional pressures lead multinational firms to develop highlevel, environmental management systems (EMS) that make them more competitive. For economic and other reasons, select firms make the choice to rationalize their collective environmental performance to the highest common denominator rather than the lowest. Regulations around the world differ widely and are a moving target in many settings. The need to comply with such myriad, shifting rules leads to firms creating EMS to help stay ahead of regulations worldwide. Using institutional and internationalization theories as our basis, we offer a propositional model concerning global competitive/institutional pressures and their effects on corporate environmental performance. We conclude the paper with a discussion of the implications of the model.

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“…As an advantage of standardized EMS versus command-and-control poli-cies 1 , it has been argued that it is a voluntary approach that gives the companies the flexibility to develop systems that are appropriate to their operations, characteristics, location and levels of risk (Rondinelli and Vastag, 1996). But, on the other hand, it has also been argued that adopting a standardized EMS can imply some rigidities since it requires a very structured set of procedures and paperwork at every step of the system.…”

Section: Introductionmentioning

confidence: 99%

Standardized Environmental Management Systems as an Internal Management Tool

Alonso-Paulí

André

2012

SSRN Journal

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In a principal-agent model we analyze the firm's decision to adopt an informal or a standardized Environmental Management System (EMS). Our results are consistent with empirical evidence in several respects. A standardized EMS increases the internal control at the cost of introducing some degree of rigidity that entails an endogenous setup cost. Standardized systems are more prone to be adopted by big and well established firms and under tougher environmental policies. Firms with standardized EMS tend to devote more effort to abatement although this effort results in lower pollution only if public incentives are strong enough, suggesting a complementarity relationship between standardized EMS and public policies. Emission charges have both a marginal effect on abatement and a qualitative effect on the adoption decision that may induce a conflict between private and public interests. As a result of the combination of these two effects it can be optimal for the government to distort the tax in a specific way in order to push the firm to choose the socially optimal EMS. The introduction of standardized systems can result in win-win situations where firms, society and the environment get better off. decision that may induce a conflict between private and public interests. As a result of the combination of these two effects it can be optimal for the government to distort the tax in a specific way in order to push the firm to choose the socially optimal EMS. The introduction of standardized systems can result in win-win situations where firms, society and the environment get better off.

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International Environmental Standards and Corporate Policies: An Integrative Framework

Cited by 95 publications

References 4 publications

The Mediating Effect of Environmental Attitude of Employee in the Relationship between Environmental Training and Environmental Orientation of Organization

The Mediating Effect of Environmental Attitude of Employee in the Relationship between Environmental Training and Environmental Orientation of Organization

A Model of the Global and Institutional Antecedents of High-Level Corporate Environmental Performance

Standardized Environmental Management Systems as an Internal Management Tool

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