The adoption of environmental strategies in large Colombian businesses

Case studies

communication campaigns and their engagement in environmental conservation initiatives and socially based investments. A dynamic business model was observed at Cosmetic Company when it increased their portion of the market through efficient and innovative ways of conducting business and product innovation. Specifically, they have developed green innovative products with more natural ingredients and green processes practices such as cleaner production. The firm has performed R&D investments through own research centers, in order to develop new products for market adaptation and lower their environmental foot print. The firm has the capability of establishing and managing long and reliable relationships with stakeholders (e.g.: consultants, academia and stakeholders), which has allowed it to be one of the leaders of the market. Finally, the operational efficiency capabilities of the firm have allowed it to undergo continuous improvement through eco-efficiency practices. Finally, the manager´s perspective towards a profits supported the development of greener products and the implementation of eco-efficiency programs to develop the purpose of the company, in order to achieve a winwin deal and accomplish the goals of the company. Likewise, the CEO has supported program for women (i.e. sales consultants) to strengthen their leadership and entrepreneurship capabilities and improve the firm´s performance, which is a consultant-based and prosperous business. Green markets and competitors

The adoption of environmental strategies in large Colombian businesses

Articles inside

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