The adoption of environmental strategies in large Colombian businesses

116 | Carlos Fúquene Retamoso

CEO’s concern about conformity and traditions has supported the firm while focusing on shareholders’ satisfaction, management of relations with regulators and communities, all of which has resulted in the branding of the company and the maintenance of its portion of the market. The traditional and conformity values of the CEO propelled the participation of employees in voluntary programs related to social activities and supported the execution of programs related to environmental education. Additionally, the CEO’s perspective towards compliance has supported the adoption of parent company´s practices, the use of reward and recognition to keep relations with nearby communities and the adoption of mitigation programs for biodiversity restoration. Finally, the manager´s leadership style supported business acquisitions, purchase of technology updates and fostered the initiatives for electric mobility in the city through the integration of different market players and regulators. The theoretical model of the present work was applied to the Utility Company. The way in which the influencing factors shape the adoption of environmental strategies in the Company is outlined in Figure 11 and explained below. Secondmover companies

Parent Company

Green Environmental processes Strategies Adoption strategy to be legitimate Compliance - oriented managers

Stable Business models

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

4.4. Oil & Gas Company. Oil and Gas Company started as a publicly-held company in 1951 and since 2003 it became a public stock-holding corporation (88% state-owned). The

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