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Journal Articles
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Management Decision (2016) 54 (9): 2157–2187.
Published: 17 October 2016
.... These strategies are targeted at reducing environmental wastes in delivering products and services to customers. From this perspective, environmental waste has been defined as the unnecessary use of resources, or the release of substances to the air, water, or land that could harm human health or the environment...
Journal Articles
Management Decision (2015) 53 (3): 553–570.
Published: 20 April 2015
... ; Aguinis and Glavas, 2012), CSR is defined as the: “context-specific organizational actions and policies that take into account stakeholders’ expectations and the triple bottom line of economic, social, and environmental performance.” This definition takes into account the complexity and the contingency...
Journal Articles
Management Decision (2014) 52 (10): 1928–1951.
Published: 11 November 2014
... that the natural environment can be considered as an important stakeholder for businesses. As GHG emissions are believed responsible for climate change and high levels of temperatures (Prado-Lorenzo et al., 2009), this study incorporates two variables as a proxy of environmental performance; GHG emissions...
Journal Articles
Management Decision (2014) 52 (8): 1516–1532.
Published: 09 September 2014
... . Tosi, H. , Aldag, R. and Storey, R.G. (1973), “ On the measurement of the environment: an assessment of the Lawrence and Lorsch environmental uncertainty scale ”, Administrative Science Quarterly , Vol. 18 No. 1 , pp. 27 - 36...
Journal Articles
Management Decision (2013) 51 (3): 524–546.
Published: 22 March 2013
... initiatives into outcomes that are desired by markets. But, Atuahene‐Gima and Ko (2001) draw on the principles of proactive market orientation to argue that firms need high levels of EO and a keen CO to achieve the highest adaptability and corresponding capability to manage environmental hostility when...
Journal Articles
Management Decision (2011) 49 (10): 1658–1676.
Published: 15 November 2011
... organizational structures in a highly dynamic environment stimulate the appearance of innovation ambidexterity. Moreover, it is found that the relationship between organizational and environmental forces and firm performance is partially mediated by a balance dimension of innovation ambidexterity. Practical...
Journal Articles
Management Decision (2001) 39 (1): 36–44.
Published: 01 February 2001
... Corporate policy Environmental management strategy Environment Industrial action There was relatively less dispersion in the extent of manufacturing focus among industries. Firms in industries such as chemicals, foods and pharmaceuticals reported significantly higher levels of environmental...
Journal Articles
Management Decision (1998) 36 (4): 265–273.
Published: 01 May 1998
... that environmental trends like increased competition, changing expectation of shareholders and technological development require organizations to radically rethink how best they can “fit” most effectively with the environment. Huber and Glick (1993) have emphasized that the environment is getting increasingly more...
Journal Articles
Management Decision (1998) 36 (2): 57–62.
Published: 01 March 1998
.... Environmental companies reported better performance scores and also are more inclined to incorporate various performance improvement strategies and techniques into their operations. © MCB UP Limited 1998 Environment Environmental impact assessment Improvement Organizational performance...
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Journal Articles
Journal Articles
Management Decision (1995) 33 (9): 44–51.
Published: 01 November 1995
... value system has explicit and implicit needs and wants which are different and change over time. They are driven by environmental conditions, position of different players within the environment and the individual needs and wants which can be influenced by, for example, personality, age or social...
Journal Articles
Management Decision (1995) 33 (4): 32–40.
Published: 01 May 1995
... is to examine the results of the environmental analysis to determine which are the most important factors that will decide the nature of the future environment within which the organization operates. These factors are sometimes called“variables” (because they will vary over the time being investigated). We tend...
Journal Articles
Journal Articles
Management Decision (1994) 32 (1): 27–32.
Published: 01 February 1994
... on the corporate agenda. If, as these authors suggest, management systems are based on such narrow perspectives, then any harm done to the environment in their quest for “effective functioning” has to be regarded as superficial, at best, and irrelevant, at worst. If this is so, when environmental damage...
Journal Articles
Management Decision (1993) 31 (4)
Published: 01 April 1993
...Gerald Vinten The environment is currently at or near the top of many agendas. It has certainly become integrated into the formulation of business strategy. If businesses do not wish to move towards being environmentally friendly of their own accord, there is now a plethora of legislation to act...
Journal Articles
Management Decision (1991) 29 (2)
Published: 01 February 1991
...Stan Glaser Cultures can be said to be an ostensive concept, reflected by visible manifestations rather than abstract definitions. Organisation cultures are underpinned not only by imposed procedures and structures,leadership example and environmental considerations, but by social...

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