The adoption of environmental strategies in large Colombian businesses

106 | Carlos Fúquene Retamoso

and the construction of bridges and schools), promotion of sports and cultural activities in municipal festivals and the development of reforestation and environmental education programs, emphasizing the use of energy in a responsible manner (Utility Company, 2018). In relation to lobbying activities, Utility Company has raised petitions in conjunction with industry associations to avoid the impact of regulation over the industry (Utility Company, 2016b). On the other hand, Company has decided to form alliances with the local government to launch a program to promote the use of electrical cars. Furthermore, Company structured a partnership with a car-sharing company, to set an electric-car rental offer on an hourly or daily basis. Reputation management was assumed through socialization campaigns intended not only to present the company as environmentally and socially focused, but also for the management of relations with stakeholders to position the company before the community. Utility Company has also developed workshops to support the environmental programs of educational institutions and has trained ecological groups and social actors on the management of solid waste and the handling of agrochemicals (Utility Company, 2018). Table 17. ESA - Utility Company observed environmental practices * Environmental management plans to satisfy the requirements of environmental licensing * Application for mandatory permits * Substitution of restricted materials * Participation in social initiatives required by law * Pollution control for the control of air emissions and the disposal of hazardous materials. * Adoption of industry standards (e.g. UN Global Compact, GRI Guidelines and ISO 14001) * Participation in voluntary programs * Implementation of practices to achieve efficiency in resource management through housekeeping and preventive maintenance * Engagement in lobbying activities * Forming of alliances with governmental organizations and private companies to foster electric mobility * Support for educational programs related to environmental and energy matters. * Support for employee participation in voluntary programs related to social activities. * Support for social entrepreneurship such as fish farming, agricultural and livestock projects in the surrounding communities of the facilities of the company.

The adoption of environmental strategies in large Colombian businesses

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Table 40. Factors for the adoption of environmental strategies

Table 39. ESA and ESA Factors across cases

Table 38. Main ESA factors observed in the case studies

Figure 15. ESA and the ESA factors at the Dairy Company

Table 37. Main environmental strategies observed in the case studies

Table 35. Business model – Dairy Company

Figure 14. ESA and the ESA factors at the Cosmetic Company

Table 36. Manager´s Perspective – Dairy Company

Table 33. ESA –Dairy Company

Table 34. Business Context – Dairy Company

Table 32. Manager´s perspective – Cosmetic Company

Table 30. Business Context – Cosmetic Company

Table 31. Business model – Cosmetic Company

Table 29. ESA – Cosmetic Company

Table 23. Business Model – Oil & Gas Company

Table 25. ESA – Agri-business

Table 27. Business Model – Agri-business

Table 26. Business Context – Agri-business

Table 22. Business Context – Oil & Gas Company

Figure 11. ESA and the ESA factors at the Utility Company

Table 21. ESA – Oil & Gas Company

Table 20. Manager´s Perspective – Utility Company

Table 19. Business Model – Utility Company

Table 18. Business Context – Utility Company

Figure 10. ESA and ESA factors at the Chemical Company

Table 17. ESA – Utility Company

Table 16. Manager´s Perspective – Chemical Company

Table 14. Business Context - Chemical Company

Table 15. Business Model - Chemical Company

Table 13. ESA - Chemical Company

Figure 9. ESA and ESA factors at the Bank

Table 12. Manager´s perspective -Bank

Table 10. Business Context - Bank

Table 8. Selected cases

Table 11. Business Model - Bank

Table 9. ESA - Bank

Table 7. ESA and influencing factors

Figure 8. Data classification

Figure 6. Theoretical Model of ESA and ESA Factors

Table 5 Business models and environmental strategies

Table 4. Business context and Environmental Strategies

Figure 5. Collaborative networks of ESA research

Table 3 Co-occurrence configuration of ESA Factors

Table 2. Typology of environmental strategies used in this research

Figure 3. Co-word clusters in the literature review

Table 6. Manager´s perspective and Environmental Strategies

Figure 2. Distribution of articles in Journals