Academic journal article International Review of Management and Business Research

Determinant Factor of Environment Management Practices: A Theoretical Framework

Academic journal article International Review of Management and Business Research

Determinant Factor of Environment Management Practices: A Theoretical Framework

Article excerpt

Introduction

The foundation of several previous new technology and innovation adoption studies was based on the theoretical frameworks derived from Fishbein and Ajzen's (1975) Theory of Reasoned Action (TRA); Ajzen's (1985) Theory of Planned Behaviors (TPB); Davis' (1989) Theory of Acceptence Model (TAM); Rogers's (1983,1995) Diffusions of Innovations (DOI) theory; Gadenne's (2009) Model of External Influences on Environmental Awareness and Practices (MEAP) and Tornatzky and Fleischer's (1990) Technological-Organizational-Environmental (TOE) model. Some of these theories are able to explain the organization level of innovation adoption, while others focused on the individual acceptance of new technology.

Background

Environment Management Practices (EMP)

An EMP or EMS (Environment Management System) is a tool for an organization's managing their impacts activities toward the environment. It provides a structured approach to plan and implement environment protection measures. An EMP monitors environmental performance; similar to the way a financial management system monitors expenditure and income and enables for an organization to checks regularly company's financial performance. An EMP integrates environmental management into a company's daily operations, long-term planning and other quality management systems (Chavan, 2005; Marimon Viadiu, Casadesús Fa, & Heras Saizarbitoria, 2006; Zutshi, Sohal, & Adams, 2008).

EMP is one of the tools an organization can use to implement an environmental policy (Ann, Zailani, & Wahid, 2006; Chan & Wong, 2006; Fuong, 2010; Harangzó, Kerekes, & Zsóka, 2010). EMP illustrates an extension of the core principles of total quality programs to managing the environment (Florida and Davison, 2001). In other words EMP can be described as the systematic application of business management to environmental issues (Florida and Davison, 2001). In particular it involves the formal system and database which integrates procedures and processes for the training of personnel, monitoring, summarizing, and reporting of specialized environmental performance information to internal and external stakeholders of the firm (Melnyk, Sroufe andCalantone, 2003). Notably, it consists of "a number of interrelated elements that function together to help a company manage, measure, and improve the environmental aspects of its operations' (Welford, 1996 as mentioned in Delmas, 2002). The documentation of this "environmental" information is primarily internally focused on design, pollution control and waste minimization, training, reporting to top management, and the setting of goals (Melnyk, Sroufe and Calantone, 2003).

An EMP is aiming to develop, implement, manage, coordinate and monitor corporate environmental activities to achieve two goals: compliance and waste reduction (Sayre, 1996). Compliance, for a firm, simply means reaching and maintaining the minimal legal and regulatory standards for acceptable pollution levels for the purpose of avoiding sanctions. For instance, failure to comply can result in increased costs such as fines, in extreme situations, issuance of cease and desist orders, and in increased external intervention in day-to-day operations (Melnyk, Sroufe and Calantone, 2003). Apparently, waste reduction goes beyond compliance and focuses a firm's activities on the dramatic reduction of negative environmental impact (Melnyk, Sroufe and Calantone, 2003). EMPs, actually, represent an organizational change within corporations and a self-motivated effort at internalization of environmental concerns into the objectives of the firm (Khanna and Anton, 2002).

Technology-Organization-Environment (T-O-E)

Technology-Organization-Environment (TOE) framework of Tornatzky and Fleischer (1990) undertakes a generic set of factors to predict the likelihood of innovations adoption. The theory suggests that innovations adoption is influenced by technology development (Kauffman & Walden, 2001), organizational conditions, business and organizational restructuring (Chatterjee, Grewal, & Sambamurthy, 2002), and industrial environment (Kowtha & Choon, 2001). …

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