The adoption of environmental strategies in large Colombian businesses

Case studies

Community demands have not constituted a key influencing factor for the adoption of environmental strategies. Specifically, hearing processes with ethnic or local communities have not taken place with the company. Nevertheless, their community projects were developed unilaterally and corresponded to supply chain development and philanthropic activities. Table 34. Business Context - Dairy Company. esa factors Business context

Categories

Main features

Green norms

Requirements from IFC for the greening of supply chain.

Competitive sector

Adoption of sectorial practices in sustainable packaging.

Coercive

No environmental permits or hearing processes apply to this industrial sector.

b) Business model: The dynamic business model observed at Dairy Company was found to favor the adoption of efficient and innovative ways of conducting business, thus triggering processes and product innovation. Specifically, the development of green products has been supported by organizational capabilities as a mechanism to carry out innovation to achieve: 1) reputation positioning through the attention paid by the public to greener products and 2) competitive advantage by anticipating competitors in the development of new green markets such as carbon neutral products. Business model has been supported by R&D investments and technical know-how. R&D has been present in the Dairy Company since its foundation in 1958, and it has increased over the years. The company started with the production of milky drinks in the country, then evolving towards healthy, sustainably produced dairy products. Dairy Company has developed its technical know-how by acquiring and developing complementary businesses (i.e. brands and manufacturing plants), constituting joint ventures with renowned and experienced allies (mainly French companies) and looking for financial leverage through international investors such as IFC (Revista Dinero, 2017). This type of alliances have allowed the company to manufacture value-added products (such as yogurt) and expand its dairy product operations to more than 21 towns of Colombia (Revista Semana, 2019). Successful international allies have also supported the company in

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