The adoption of environmental strategies in large Colombian businesses

Case studies

“[…] If you are the boss, you have to work with others; you cannot do all the work alone. In addition, if you work in a relatively large company, you should consider that those who are going to do the work and those who have the knowledge to do it, they are the people you have to work with” (Junca, 2013). Table 12. Manager´s perspective -Bank esa factor Manager´s perspective

category Societal

main features Support of environmental interest groups. Support of volunteer programs in environmental education. CEO looks to contribute to social purposes. CEO has supported social causes. Support product stewardship initiatives. Support the creation of new production and consumption systems.

• Adoption of the environmental strategy at Bank Bank adopted a green products strategy influenced by green markets and a green industry in conjunction with a dynamic business model and a managerial citizenship perspective (see Figure 11). The main environmental practices corresponded to green lending, green bonds, energy efficiency and CO2 compensation activities. Green financing propelled the development of the green lending market in Colombia, which has, in turn, facilitated the financing of sustainable buildings and production and consumption systems (PCS). International credit providers influenced Bank in regard to the development of greener products (i.e., lending and bonds), while its main competitors drove the adoption of green processes (i.e., energy efficiency and CO2 compensation). A dynamic business model was observed in Bank when it exploited new products and market opportunities to maintain its current position as the third largest bank in the country. The dynamic business model favored the adoption of efficient and innovative ways of conducting business, thus triggering process improvements and new product development. Bank supported its dynamic business models with technological capabilities related to the management of information and communication technologies. For example, Bank has worked on the development of social innovation projects such as an electronic pocket to serve people at no cost at the bottom of the pyra-

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