The adoption of environmental strategies in large Colombian businesses

Page 145

Case studies

Table 29. ESA – Cosmetic Company.

Observed environmental practices

* Adoption of green product design practices associated with the use of natural ingredients and development of cruelty-free products. * Adoption of green processes practices associated with process monitoring, waste management and improvement of operations to achieve efficiency in resource management and the implementation of energy efficiency programs. * Socially based Investments for developing the company´s projects, in order to achieve win-win deals. * Support for culture-based educational programs, co-financing of infrastructure and public utilities, financing of social entrepreneurship and support for rural development projects. * Adoption of industry standards and voluntary initiatives such as ISO 14001, Global Compact and printing of catalogues in environmentally sound paper (PEFCa certified). * Support for environmental conservation programs focused on reforestation plans.   The Program for the Endorsement of Forest Certification provides reassurance to companies involved in the purchasing of wood and paper products committed to the sustainable management of forests. a

• ESA Factors. a) Business context: Cosmetic Company is influenced by a mimetic pressure exerted by a competing family business from the same sector in the Latin-American market. These two firms actually dispute the second and third places in Latin-America. Competition began at the end of the 60´s, when the president of Cosmetic Company used to run a family cosmetic business with his brother. However, in the 80´s the two brothers decided to split and nowadays each of them runs his own company. The main competitor has deployed similar practices not only regarding sustainability (i.e. natural ingredients, cruelty -free products) but at the strategic focus (i.e. direct sales and women empowerment (Cosmetic Company, 2018b; UEBT, 2019). Cosmetic Company is also exposed to normative sources from [international] successful competitors. For example, because of the dynamism of the sector, “the cosmetic industry is always selecting safe ingredients and developing safer products for humans and the environment, renovating every year one quarter of all the cosmetic products on the market” (Cosmetics Europe, 2019). The industry exerts pressure on cosmetic companies not only because of the highly competitive market, but also because of the need to preserve the

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Table 40. Factors for the adoption of environmental strategies

44min
pages 186-221

Table 39. ESA and ESA Factors across cases

24min
pages 169-185

Table 38. Main ESA factors observed in the case studies

5min
pages 165-168

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

4min
pages 160-163

Table 37. Main environmental strategies observed in the case studies

0
page 164

Table 35. Business model – Dairy Company

4min
pages 156-158

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

4min
pages 151-153

Table 36. Manager´s Perspective – Dairy Company

1min
page 159

Table 33. ESA –Dairy Company

1min
page 154

Table 34. Business Context – Dairy Company

1min
page 155

Table 32. Manager´s perspective – Cosmetic Company

1min
page 150

Table 30. Business Context – Cosmetic Company

1min
page 146

Table 31. Business model – Cosmetic Company

4min
pages 147-149

Table 29. ESA – Cosmetic Company

1min
page 145

Table 23. Business Model – Oil & Gas Company

6min
pages 125-128

Table 25. ESA – Agri-business

3min
pages 132-133

Table 27. Business Model – Agri-business

6min
pages 137-140

Table 26. Business Context – Agri-business

5min
pages 134-136

Table 22. Business Context – Oil & Gas Company

3min
pages 123-124

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

3min
pages 118-119

Table 21. ESA – Oil & Gas Company

5min
pages 120-122

Table 20. Manager´s Perspective – Utility Company

3min
pages 116-117

Table 19. Business Model – Utility Company

6min
pages 112-115

Table 18. Business Context – Utility Company

3min
pages 110-111

Figure 10. ESA and ESA factors at the Chemical Company

4min
pages 105-107

Table 17. ESA – Utility Company

3min
pages 108-109

Table 16. Manager´s Perspective – Chemical Company

3min
pages 103-104

Table 14. Business Context - Chemical Company

1min
page 99

Table 15. Business Model - Chemical Company

4min
pages 100-102

Table 13. ESA - Chemical Company

3min
pages 97-98

Figure 9. ESA and ESA factors at the Bank

4min
pages 94-96

Table 12. Manager´s perspective -Bank

1min
page 93

Table 10. Business Context - Bank

3min
pages 88-89

Table 8. Selected cases

4min
pages 79-81

Table 11. Business Model - Bank

4min
pages 90-92

Table 9. ESA - Bank

1min
page 87

Table 7. ESA and influencing factors

10min
pages 71-78

Figure 8. Data classification

4min
pages 83-86

Figure 6. Theoretical Model of ESA and ESA Factors

2min
pages 69-70

Table 5 Business models and environmental strategies

10min
pages 58-63

Table 4. Business context and Environmental Strategies

4min
pages 55-57

Figure 5. Collaborative networks of ESA research

8min
pages 42-46

Table 3 Co-occurrence configuration of ESA Factors

6min
pages 51-54

Table 2. Typology of environmental strategies used in this research

2min
pages 49-50

Figure 3. Co-word clusters in the literature review

1min
page 40

Table 6. Manager´s perspective and Environmental Strategies

8min
pages 64-68

Figure 2. Distribution of articles in Journals

0
page 39
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