Values, attitudes and perceptions of managers as predictors of corporate environmental responsiveness

Papagiannakis, Giorgos; Lioukas, Spyros

doi:10.1016/j.jenvman.2012.01.023

Cited by 188 publications

(239 citation statements)

References 94 publications

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“…Respondents also think that their companies have established clear environmental policies and goals, while senior managers attach a great deal of importance to environmental issues and have high levels of support for and commitment towards environmental management. Given that the concern of senior managers towards environmental protection plays a key role in the positive outcomes of a firm's environmental performance (Bansal & Roth, 2000;Lynes & Dredge, 2006;Papagiannakis & Lioukas, 2012), we expect that this would assist in Taiwanese airlines' future promotion of environmental management.…”

Section: Discussionmentioning

confidence: 99%

Managers' Views on Environmental Management: An Examination of the Taiwanese Airline Industry

Chen¹

2012

JSD

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Air transport has made a major contribution to globalization and world economic growth. However, aircraft operations inevitably have a serious impact on the environment. Leading airlines have established policies, goals, and action plans on environmental management. This study uses a questionnaire survey to gain an understanding of the views and attitudes of airline managers in Taiwan toward environmental management. The results show that airline managers mostly have a positive and supportive attitude regarding environmental management, and believe that airlines can play an important role in environmental protection. The most important motivations for promoting environmental management are improving company image, reducing harm to the natural environment, and fulfilling corporate social responsibility, while the main obstacles to the development of environmental management are insufficient government grants, subsidies, and incentives, investment capital too high, and inadequate aviation environmental regulations. This study also reveals that the government should take a more proactive role in the development of Taiwanese airlines' environmental management.

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Section: Discussionmentioning

confidence: 99%

Managers' Views on Environmental Management: An Examination of the Taiwanese Airline Industry

Chen¹

2012

JSD

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“…The following paragraphs briefly summarise these characteristics and how they influence uptake of environmental management in SMEs. According to [73], commitment from senior managers to environmental management is a prerequisite for providing an organisation with a clear direction in this area. In large companies, the power base is usually evenly distributed amongst managers in different departments, so there are several people involved in decision-making processes.…”

Section: Enablers and Barriers For Smes To Implement Environmental Mamentioning

confidence: 99%

Effective Life Cycle Management in SMEs: Use of a Sector-Based Approach to Overcome Barriers

2018

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Abstract:One approach to incorporate sustainability in organisations is the implementation of life cycle management (LCM). LCM involves sharing responsibility for addressing environmental impacts across the entire supply chain of products and services, extending from raw material extraction to end-of-life of the product. The New Zealand primary sector relies heavily on natural resources and provides about 70% of the country's export revenue. Most companies in primary industry sectors in New Zealand are small and medium-sized enterprises (SMEs). Successful sector-wide uptake of LCM can potentially facilitate effective measurement and management of environmental impacts caused by this sector. The aim of this research was to identify the barriers and enablers to successful LCM uptake by New Zealand primary sector SMEs within a sector-based context. An extensive review of the literature was undertaken in the areas of change management for SMEs and supply chain management. The main factors influencing successful LCM uptake include owner/manager influence, environmental culture, resource availability, future orientation, knowledge of environmental issues, market requirements, geographical separation of production and consumption, awareness of own environmental issues and communication/information sharing. This paper forms the basis for future research and development of tools for the effective implementation of sector based approaches to LCM in the primary industry. The results of this research include a capability maturity model and the development of a cloud based platform for collaboration and communication around LCM.Keywords: life cycle management (LCM); sector-based approach (SBA); sustainability; agriculture; small and medium sized enterprise (SME); supply chain management (SCM)

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“…They encourage and support employees' involvement in environmental inno-vation and are open to new environmental innovation ideas by providing resources and other support for environmental projects to be realized (Ramus 2002). Personal values of managers shape their environmental attitudes and, through managers' environmental attitudes, exert influence on corporate environmental responsiveness (Papagiannakis and Lioukas 2012). Managers' subjective norms and high levels of self-efficacy in handling environmental issues have also been shown to be strong predictors of corporate environmental responsiveness (Papagiannakis and Lioukas 2012).…”

Section: Managerial Environmental Concernmentioning

confidence: 99%

“…Personal values of managers shape their environmental attitudes and, through managers' environmental attitudes, exert influence on corporate environmental responsiveness (Papagiannakis and Lioukas 2012). Managers' subjective norms and high levels of self-efficacy in handling environmental issues have also been shown to be strong predictors of corporate environmental responsiveness (Papagiannakis and Lioukas 2012). Papagiannakis and Lioukas (2012) have highlighted the importance of managers' environmental attitudes on corporate environmental responsiveness.…”

Section: Managerial Environmental Concernmentioning

confidence: 99%

“…Managers' subjective norms and high levels of self-efficacy in handling environmental issues have also been shown to be strong predictors of corporate environmental responsiveness (Papagiannakis and Lioukas 2012). Papagiannakis and Lioukas (2012) have highlighted the importance of managers' environmental attitudes on corporate environmental responsiveness. Moreovet, they suggested that managers with an awareness of the consequences of human nature interaction and a sense of commitment to react and take the correct actions see their organization as an opportunity to materialize their environmental concerns and make appropriate strategic decisions, which are reflected through firms' environmental responsiveness (Papagiannakis and Lioukas 2012).…”

Section: Managerial Environmental Concernmentioning

confidence: 99%

See 1 more Smart Citation

In Persuit of Eco-innovation. Drivers and Consequences of Eco-innovation at Firm Level

Hojnik¹

2017

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Values, attitudes and perceptions of managers as predictors of corporate environmental responsiveness

Cited by 188 publications

References 94 publications

Managers' Views on Environmental Management: An Examination of the Taiwanese Airline Industry

Managers' Views on Environmental Management: An Examination of the Taiwanese Airline Industry

Effective Life Cycle Management in SMEs: Use of a Sector-Based Approach to Overcome Barriers

In Persuit of Eco-innovation. Drivers and Consequences of Eco-innovation at Firm Level

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