The Engagement of Firms in Environmental Collaborations

Wassmer, Ulrich; Paquin, Raymond L.; Sharma, Sanjeev

doi:10.1177/0007650312439865

Cited by 87 publications

(128 citation statements)

References 129 publications

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“…These findings reinforce previous work that highlights a key role for effective networks that can exchange environmental knowledge and support SMEs through a successful transformation process to become more eco-friendly businesses (Bruijn and Lulofs, 2001;Halme and Korpela, 2014;Parry, 2012;Shearlock et al, 2000;Wassmer et al, 2014). While acknowledging the heterogeneity of SME populations (Parker et al, 2009, pp.…”

supporting

confidence: 88%

“…More specifically environmental support institutes, CPC and CPI, have been stimulating sustainability values amongst SME owners, managers and employees, while also raising their awareness about potential commercial gains within this moderately dynamic industry (Eisenhardt and Martin, 2000). The collaborative efforts of local industrial associations, CPCs and international sponsors, which have also aimed at bringing attitudinal change in human resources in SMEs, illustrate how positive environmental outcomes can be achieved through collaborations between micro-, meso-and macro-level factors (Bruijn and Lulofs, 2001;Wassmer et al, 2014). Thus, we offer the following proposition:…”

mentioning

confidence: 99%

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Understanding the drivers of sustainable entrepreneurial practices in Pakistan’s leather industry

Wahga

Blundel

Schaefer

2017

IJEBR

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If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation.*Related content and download information correct at time of download. Purpose -The purpose of this paper is to analyse the drivers of sustainable entrepreneurial practices in SMEs operating in a developing economy. The secondary objectives are to explore the relationship between these drivers and to draw out the implications for policy and practice. Design/methodology/approach -The paper is informed by the literature on sustainable entrepreneurship, and on the drivers of pro-environmental practices in SMEs. It reports on the results of an intensive multi-level empirical study, which investigates the environmental practices of SMEs in Pakistan's leatherworking industry using a multiple case study design and grounded analysis, which draws on relevant institutional theory. Findings -The study identifies that coercive, normative and mimetic isomorphic pressures simultaneously drive sustainable entrepreneurial activity in the majority of sample SMEs. These pressures are exerted by specific micro-, meso-and macro-level factors, ranging from international customers' requirements to individual-level values of owners and managers. It also reveals the catalytic effect of the educational and awareness-raising activities of intermediary organisations, in tandem with the attraction of competitiveness gains, (international) environmental regulations, industrial dynamism and reputational factors. Practical implications -The evidence suggests that, in countries where formal institutional mechanisms have less of an impact, intermediary organisations can perform a proto-institutional role that helps to overcome pre-existing barriers to environmental improvement by sparking sustainable entrepreneurial activity in SME populations. Originality/value -The findings imply that the drivers of sustainable entrepreneurial activity do not operate in a "piecemeal" fashion, but that particular factors mediate the emergence and development of other sustainability drivers. This paper provides new insights into sustainable entrepreneurship and motivations for environmental practices in an under-researched developing economy context.

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supporting

confidence: 88%

mentioning

confidence: 99%

Understanding the drivers of sustainable entrepreneurial practices in Pakistan’s leather industry

Wahga

Blundel

Schaefer

2017

IJEBR

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“…Such government failure can be addressed through the development of private environmental policy arrangement (Arts, 2002, p. 30), such as GBPs, which offer alternative policy mechanisms for the tackling of environmental problems (Wassmer et al, 2012).…”

Section: Strong Social Position and Gbp Formation (Social/political Omentioning

confidence: 99%

Government–Business Partnership Formation for Environmental Improvements

Lin

2014

Organization & Environment

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This article extends resource dependence theory to systematically explain what types of firms are likely to partner with governments through government-business partnerships (GBPs) to address environmental challenges. Using data from 377 environmental alliances formed between 1985 and 2013, this article empirically assesses firms' likelihood of choosing GBPs for environmental improvements rather than selection of other cross-sector and interfirm partnership(s). The results suggest that GBPs are likely to form when firms are in vulnerable strategic positions, for example, where their survival substantively relies on receiving government support. GBPs are also likely to form when firms have strong resource or social positions that allow them to leverage governmental power in the development of strategic opportunities related to environmental improvements.

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“…The literature identifies proactive environmental strategies as approaches that involve collaborative and inclusive features, such as partnerships with universities, exchanging, sharing or co-developing environmental knowledge, policies, products, technologies or business models [43]. This applies at the organisational level, where organisations cooperate with other partners to integrate LCM strategies but also on a sector level, where the industry sector cooperates with other organisations to embed and improve the LCM strategy.…”

Section: Lcm Strategymentioning

confidence: 99%

A Capability Maturity Model for Life Cycle Management at the Industry Sector Level

2018

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One approach to incorporate environmental sustainability in organisations is the implementation of Life Cycle Management (LCM). LCM is a comprehensive and integrated approach for measuring and managing environmental impacts. Successful sector-wide uptake of LCM has the potential to enable the environmental impacts associated with an industry sector to be efficiently measured and managed in a continual improvement process. There is an opportunity for the New Zealand primary sector to strengthen its competitiveness in the global market place by demonstrating the environmental credentials of its products and supporting the country's "green and clean" image. Previous research has identified the barriers and enablers to successful LCM uptake by New Zealand primary sector Small and Medium sized Enterprises (SMEs) in a sector-based context. This paper builds on that foundation and presents a Life Cycle Management Uptake Evaluation Framework (LUEF) that allows both individual organisations and industry sectors to identify the key factors affecting successful LCM uptake and assess their level of maturity for each factor. The key factors used in this study are structure, culture, resource availability, LCM strategy, knowledge, market requirements and communication. The study employed a qualitative methodology and used face-to-face interviews with different stakeholders in the value chain for the New Zealand kiwifruit sector to inform the development of the framework. In the framework, each factor is represented as a maturity scale to allow organisations as well as industry sectors to assess their position on the scale. This will help them to create a baseline assessment, both for themselves as an organisation, as well as on an industry sector level. The baseline assessment will allow them to identify areas for improvements, which can be tracked over time by checking the progress on the scales in the individual areas. It can also be used as a communication tool for stakeholders in the supply chain (e.g., growers, post-harvest operators and staff from industry boards). These stakeholders can use the tool to measure and compare performance, including evaluating their own performance against the industry average, as well as performance of the industry sector over time. This is useful to engage these stakeholders and demonstrate that changes (such as reducing carbon footprints) have a positive impact and lead to progress (as well as highlighting any actions that need to be reviewed and adjusted).

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The Engagement of Firms in Environmental Collaborations

Cited by 87 publications

References 129 publications

Understanding the drivers of sustainable entrepreneurial practices in Pakistan’s leather industry

Understanding the drivers of sustainable entrepreneurial practices in Pakistan’s leather industry

Government–Business Partnership Formation for Environmental Improvements

A Capability Maturity Model for Life Cycle Management at the Industry Sector Level

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