The adoption of environmental strategies in large Colombian businesses

40 | Carlos Fúquene Retamoso

Figure 5. Collaborative networks of ESA research. Note: Calculations for graphic elaboration supported by Vantage Point software at Universidad Javeriana.

• Interpreting the findings This first scan of the literature allowed the author to identify the main theories that support the explanations of ESA and its influencing factors (See sections 2.2, 2.3 and 2.4). Additionally, empirical and theoretical gaps in the environmental management field in emerging economies are presented in section 2.5.

2.2. ESA definition and typologies Environmental strategy adoption can be defined according to different perspectives, depending on the standpoint of the research paradigm (e.g., greening strategy, corporate sustainability, competitiveness or CSR). • From the perspective of the greening strategy, an environmental strategy adoption is defined as a progressive reduction of negative social and environmental impacts (Sharma, 2014). • According to the corporate sustainability perspective, environmental strategy adoption is defined as a set of actions that enables the firm to achieve a positive economic, social and environmental performance (Sharma, 2014). • According to the competitive perspective, an environmental strategy adoption is defined as “the integration of environmental protection into baseline concerns for economic growth as an issue of risk management, capital acquisition and consumer demands” (A. Hoffman, 2000). Under the competitive perspective, it has been included

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