Meeting the environmental challenge: a case of win–win or lose–win? A study of the UK baking and refrigeration industries

Abstract

The idea that what is good for the environment is good for business has come to dominate environmental thinking and provides one of the cornerstones of ecological modernization. Studies of this win–win philosophy have tended to concentrate on large companies. This study considers how the UK refrigeration and baking industries have responded to the main drivers for change. By eliciting managers' views of environmental issues through semi‐structured interviews, the problems and opportunities facing these two industries are explored. The responses were remarkably similar, given the different characteristics of the two industries. The interviews revealed that legislation maintains its pre‐eminence as a motivation for change. Win–win situations arising out of environmental legislation were found in some SMEs; however, for most the perception was one of lose–win. The demand for environmental products and processes, necessary for win–win, has yet to materialize. Companies, therefore, remain driven by the commercial, rather than the environmental, imperative. Copyright © 2004 John Wiley & Sons, Ltd and ERP Environment.

Environmental Sustainability Orientation of Small and Medium Sized Businesses in South Africa

“…The explanation provided by Bus B could be interpreted as lack of stakeholder pressure as a reason why small businesses are not involved in environmental activities. This seems to support the previous studies by Drake et al (2004) and Revell (2007) that suggests that lack of pressure from customers and the supply chain to green initiatives limits adoption 6.5. Two of the nine respondents mentioned lack of funds to implement sustainability initiatives as one of the primary barriers.…”

Environmental Sustainability Orientation of Small and Medium Sized Businesses in South Africa

“…The explanation provided by Bus B could be interpreted as lack of stakeholder pressure as a reason why small businesses are not involved in environmental activities. This seems to support the previous studies by Drake et al (2004) and Revell (2007) that suggests that lack of pressure from customers and the supply chain to green initiatives limits adoption 6.5. Two of the nine respondents mentioned lack of funds to implement sustainability initiatives as one of the primary barriers.…”

Evaluation of Corporate Sustainability Strategies and Practices in this Area in the Opinion of Employees – A Comparative Analysis in Poland and India

“…Thus, the results of the conducted research, in this regard, are in line with other studies (Drake et al, 2004;Revell and Blackburn, 2005;Gibson, 2006;Ehrenfeld, 2000;Bonn and Fisher, 2011;Nilsson and Persson, 2012;Robért, Broman, and Basile, 2013;Baldock and Charveriat, 2018;Kupczyk, Kubicka, Chatterji, and Sharieff, 2021).…”

Linking owner–managers' personal sustainability behaviors and corporate practices in SMEs: The moderating roles of perceived advantages and environmental hostility

“…Thus, the business case for environmental behavior in the firm naturally reinforces the positive influence of personal values because it provides added arguments that fit with the rationale of the manager. By contrast, the effects of personal sustainability values on corporate environmental practices do not appear to be lessened by marketplace hostility, although some previous research has suggested that such hostility might be a negative factor with regard to environmental behavior (e.g., Drake et al, ; Revell & Blackburn, ; Revell & Rutherfoord, ). Four possible explanations for this unexpected finding can be proposed.…”

Environmental Sustainability Orientation of Small and Medium Sized Businesses in South Africa

“…The explanation provided by Bus B could be interpreted as lack of stakeholder pressure as a reason why small businesses are not involved in environmental activities. This seems to support the previous studies by Drake et al (2004) and Revell (2007) that suggests that lack of pressure from customers and the supply chain to green initiatives limits adoption 6.5. Two of the nine respondents mentioned lack of funds to implement sustainability initiatives as one of the primary barriers.…”

Evaluation of Corporate Sustainability Strategies and Practices in this Area in the Opinion of Employees – A Comparative Analysis in Poland and India

“…Thus, the results of the conducted research, in this regard, are in line with other studies (Drake et al, 2004;Revell and Blackburn, 2005;Gibson, 2006;Ehrenfeld, 2000;Bonn and Fisher, 2011;Nilsson and Persson, 2012;Robért, Broman, and Basile, 2013;Baldock and Charveriat, 2018;Kupczyk, Kubicka, Chatterji, and Sharieff, 2021).…”

Linking owner–managers' personal sustainability behaviors and corporate practices in SMEs: The moderating roles of perceived advantages and environmental hostility

“…Thus, the business case for environmental behavior in the firm naturally reinforces the positive influence of personal values because it provides added arguments that fit with the rationale of the manager. By contrast, the effects of personal sustainability values on corporate environmental practices do not appear to be lessened by marketplace hostility, although some previous research has suggested that such hostility might be a negative factor with regard to environmental behavior (e.g., Drake et al, ; Revell & Blackburn, ; Revell & Rutherfoord, ). Four possible explanations for this unexpected finding can be proposed.…”

Environmental Sustainability Orientation of Small and Medium Sized Businesses in South Africa

“…The explanation provided by Bus B could be interpreted as lack of stakeholder pressure as a reason why small businesses are not involved in environmental activities. This seems to support the previous studies by Drake et al (2004) and Revell (2007) that suggests that lack of pressure from customers and the supply chain to green initiatives limits adoption 6.5. Two of the nine respondents mentioned lack of funds to implement sustainability initiatives as one of the primary barriers.…”

Evaluation of Corporate Sustainability Strategies and Practices in this Area in the Opinion of Employees – A Comparative Analysis in Poland and India

“…Thus, the results of the conducted research, in this regard, are in line with other studies (Drake et al, 2004;Revell and Blackburn, 2005;Gibson, 2006;Ehrenfeld, 2000;Bonn and Fisher, 2011;Nilsson and Persson, 2012;Robért, Broman, and Basile, 2013;Baldock and Charveriat, 2018;Kupczyk, Kubicka, Chatterji, and Sharieff, 2021).…”

Linking owner–managers' personal sustainability behaviors and corporate practices in SMEs: The moderating roles of perceived advantages and environmental hostility

“…Thus, the business case for environmental behavior in the firm naturally reinforces the positive influence of personal values because it provides added arguments that fit with the rationale of the manager. By contrast, the effects of personal sustainability values on corporate environmental practices do not appear to be lessened by marketplace hostility, although some previous research has suggested that such hostility might be a negative factor with regard to environmental behavior (e.g., Drake et al, ; Revell & Blackburn, ; Revell & Rutherfoord, ). Four possible explanations for this unexpected finding can be proposed.…”