The adoption of environmental strategies in large Colombian businesses

Research methods

have developed carbon neutral products. Company accounts for a dynamic business model to improve products and processes, in order to reduce its carbon footprint, through the reduction of packaging weight and of water and energy consumption. The fifth case of proactive ESA corresponded to a cosmetic manufacturing company, which was considered central for this research because its competitors’ influence on the use of natural ingredients and on the development of cruelty free products. Companies (cases 6th and 7th) that were likely influenced by coercive sources at business context were selected from sectors (i.e. extractive industries and commodities) that are highly regulated. For example, at extractive sector, the public perception of its ecological impact imposes the need for certain social and environmental licensing to operate (Adelman, 1987). The extractive industry is also characterized by low product differentiation and a high level of cohesion and interaction among enterprises, which determines the adoption of stable business models (Bansal, 2000). Under these criteria, two companies from the extractive sector were selected. One of them is a public organization from the Oil & Gas sector (case: Public company focused on oil & gas), while the other one is private and focuses on the use of water resources for power generation and distribution (case: Private multinational company focused on utilities and energy generation). Table 8. Selected cases Selected cases

Key features

• Public company focused on oil • Cases selected from highly regulated sectors & gas. (extractive industries and commodities). • Private multinational company • Community perception about ecological impact. focused on utilities and energy • Social licensing to operate exerted by local comgeneration. munities. • Farmers’ Association.

• Case selected from an agro-industrial sector which is active in an export market that demands the development of organic products. • Association operates as a business and has leveraged its operation in a cooperative model that allows more than 500 peasant families.

• Bank.

• Bank is influenced by a green market focused in green bonds emission and green financing driven by international financial institutions. (Continued)

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