Barriers to proactive environmental management in the United Kingdom: implications for business and public policy
Dahlmann, F., Brammer, S. and Millington, A., 2008. Barriers to proactive environmental management in the United Kingdom: implications for business and public policy. Journal of General Management, 33 (3), pp. 1-20.
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Existing conceptual and empirical contributions emphasise the significant payoffs available to companies who can manage the effect that they have on the environment (Porter and van der Linde, 1995; Christmann, 2000; Hart, 1997; Aragón-Correa et al., 2004). In spite of this, empirical evidence concerning the extent to which companies have embedded environmentally sensitive business practices within their different management functions remains very mixed (Hillary, 2000; Post and Altman; 1994; Ghobadian et al., 1995). In this study we explore this apparent puzzle by investigating corporate perceptions of the main barriers and obstacles to more effective management of their environmental impacts in the context of a sample of over 150 UK companies drawn from six industries. Using a mixed methodological approach incorporating both quantitative and qualitative methods, our findings suggest that both internal and external barriers play important roles in retarding the willingness and ability of British industry to become more proactive in managing its environmental impacts.
|Creators||Dahlmann, F., Brammer, S. and Millington, A.|
|Uncontrolled Keywords||management research,management science,industrial management.,environmental management|
|Departments||School of Management|
|Research Centres||Centre for Business, Organisations and Society (CBOS)|
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