Reflections of environmental management implementation in furniture

Abstract

Purpose The purpose of this paper is to present an overview of environmental management initiatives in the furniture retail area. The specific aim is to present reflections of participants implementing environmental initiatives in an Australian furniture retailer, Living Edge, in alignment with a secondary snapshot of environmental initiatives from other furniture retailers. Design/methodology/approach Primary reflections from the retailer’s manager and external consultant, both involved in the implementation of environmental initiatives, are enriched with secondary review of environmental management system trends and examples from regions active in the designer furniture sector, including Europe, Southeast Asia and North America. Findings An integrated view has been distilled around environmental impact in the furniture supply chain and consumer pressure to minimise the impact. Stakeholders require furniture retailers to improve efficiency and profitability amid the countervailing market demand for environmental sustainability. Retailers may seek competitive advantage through effectively applied and communicated environmental management. The voluntary adoption of systems, international standards and innovative practices that conserve natural resources are amongst the key to success. A live case example of Australian experience is added to the knowledge base for the global retail furniture industry. Research limitations/implications One Australian retailer is exemplified to highlight the lived experiences of implementing environmental initiatives. The secondary global review presents a cross-section rather than an in-depth analysis of furniture sector retailers. Originality/value There are limited Australian perspectives of designer furniture and its intersection with environmental issues, thus, the paper addresses this gap in the literature and adds to informed practice in a global industry.

Modeling of tourists, local population, natural and cultural resources toward ecotourism product (case study in Seagrass Trikora Conservation Area)

“…Other studies have also found that increased natural resources and cultures are positively related to ecotourism quality, such as Silva and Medeiros (2004); Prajogo et al (2014), Rowley (2006); Wee and Quazi (2005); Zutshi et al (2016). Ecotourism quality was measured by sharing responsibility, better publicity, and better infrastructure.…”

The Opinions and Preferences of the European Buyers on the Furniture and Furniture Accessories Market

“…As regarding other factors that are shaping future trends of furniture consumption, we can assess the effort of furniture retailers to improve the environmental sustainability through the adoption of production systems, global international standards and modern innovative practices that are able to conserve required natural resources. [Zutshi, et al, 2016] The new shape of consumer preferences about materials and new furniture accessories are showing that modern consumers are orienting themselves towards lightweight furniture and the use of lightweight wood-based materials in furniture design. [Knauf, 2015] Consumers in the field of furniture production and retail are developing otherwise consumption models that are characteristic for the circular economy.…”

Yours ethically

“…Kim et al, 2014;Schramm-Klein et al, 2015;Tofighi and Bodur, 2015;Towers et al, 2013;Wilson, 2015). With respect to employees, sustainability practices may significantly influence feeling of reciprocity towards the organisation (Zutshi et al, 2016;Razalan et al, 2017).…”

“…According to Eldor and Harpaz (2016), employee engagement is "the simultaneous employment and expression of a person's preferred self in task behaviors that promote connections to work, personal presence (physical, cognitive, and emotional) and active full performances" (p. 214). Extant research suggests certain psychological states are responsible for employee engagement (Lewis and Arnold, 2012;Zutshi et al, 2016) and engaged employees are motivated in their work (Zutshi et al, 2016) and exhibit commitment towards their organisation (Kim et al, 2014). Consequently, employee engagement may significantly influence organisational productivity (Lewis and Arnold, 2012), profitability (Zutshi et al, 2016), competitive advantage (Kim et al, 2014), customer satisfaction (Zutshi et al, 2016), organisational reputation and managerial self-efficacy (Kim et al, 2014).…”

“…Extant research suggests certain psychological states are responsible for employee engagement (Lewis and Arnold, 2012;Zutshi et al, 2016) and engaged employees are motivated in their work (Zutshi et al, 2016) and exhibit commitment towards their organisation (Kim et al, 2014). Consequently, employee engagement may significantly influence organisational productivity (Lewis and Arnold, 2012), profitability (Zutshi et al, 2016), competitive advantage (Kim et al, 2014), customer satisfaction (Zutshi et al, 2016), organisational reputation and managerial self-efficacy (Kim et al, 2014). Overall, employee engagement acts as a strong dynamic for organisational success (Zutshi et al, 2016).…”