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Article history:
Received 6 October 2010
Received in revised form
16 May 2011
Accepted 22 May 2011
Available online 2 June 2011
This article analyzes the combined effects of stakeholder pressure and the implementation of environmental management systems on organizations environmental behaviors. Beyond their individual effects,
the implementation of an environmental management system should enhance the effect of stakeholder
pressure on environmental imbalance, dened as the divergence between what the organization does
and what it should do. Information collected from 3748 industrial plants in seven countries provides
empirical evidence that supports the study propositions. Therefore, this study contributes to both the
debate about the effectiveness of environmental management systems and the effort to explain the
complex relationship between organizations and their stakeholders in environmental matters.
2011 Elsevier Ltd. All rights reserved.
Keywords:
Environmental management systems
Stakeholders
Environmental proactivity
1. Introduction
It has been more than two decades since authors rst predicted
a strategic role for the environmental position of rms (e.g., Hunt
and Auster, 1990; Winsemius and Guntram, 1992); studies in the
meantime have attempted to identify both contextual and organizational circumstances that might prompt some rms to commit to
protecting the natural environment while others ignore it altogether (e.g., Aragn-Correa, 1998; Arora and Cason, 1996; Bansal
and Roth, 2000; Gonzlez-Benito and Gonzlez-Benito, 2008).
Academic scholarship often focuses on pressures exerted by organizational stakeholders (Buysse and Verbeke, 2003; Darnall et al.,
2010; Henriques and Sadorsky, 1999) or implementations of environmental management systems (EMS) by organizations (Kim and
Darnall, in press; Nawrocka and Parker, 2009; Sroufe, 2003). To the
best of our knowledge though, only Darnall et al. (2008) link these
two variables by analyzing the inuence of stakeholder pressures
on the comprehensiveness of an EMS. No research has considered
their synergistic or complementary effects with regard to the
environmental commitment of organizations.
This study aims to help explain the environmental proactivity of
organizations by analyzing the combined effect of stakeholder
pressure and EMS implementation. According to previous research,
both variables contribute separately to the organizations decision
to take environmental actions; as our main contribution, we extend
* Corresponding author.
E-mail address: javiergb@usal.es (J. Gonzlez-Benito).
0959-6526/$ e see front matter 2011 Elsevier Ltd. All rights reserved.
doi:10.1016/j.jclepro.2011.05.013
1623
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organization has implemented an EMS, it has access to the organizational infrastructure needed to implement its environmental
initiatives, so managers should consider their response to environmental demands feasible. Without such a system, this response
represents a bigger challenge, and the organization instead may
prioritize alternative strategies or postpone any reaction. Thus the
inuence of stakeholders should be greater in organizations that
have implemented an EMS, and we propose:
Hypothesis 3: Environmental pressures from stakeholders
reduce environmental imbalance more in rms that have
implemented an EMS (i.e., EMS implementation positively
moderates the relation between environmental pressure from
stakeholders and environmental imbalance).
In Fig. 1, we summarize our hypotheses. The relations in H1 and
H2 have received notable research attention; the interaction we
propose in H3 remains unexplored.
3. Methodology
3.1. Data
The data for this study come from the OECD, collected as part of
a broad project entitled Environmental Policy and Corporate
Behavior, which focused on the effects of governments environmental policies (and other factors) on corporate behavior. The
initial population consisted of manufacturing plants with more
than 50 employees from seven OECD countries (United States,
Canada, France, Norway, Hungary, Germany, and Japan). The
sample was stratied by plant size (number of employees) and
industrial sector (according to national codes).
The data collection used the Dillman (1978) method. A pretest in
three countries (Japan, Germany, and Canada) suggested revisions
to the questionnaire, as undertaken by the Business and Industry
Advisory Committee of the OECD. The survey then was sent to
general or environmental managers of rms at the beginning of
2003. Each potential respondent received an envelope with a letter
of introduction, a 12-page questionnaire, and a postage-paid return
envelope. Respondents could return completed questionnaires by
mail in the provided envelope (75%) or complete the questionnaire
online (25%) using unique security codes. Managers who had not
responded were contacted two more times at three-week intervals
(usually with a postcard, sometimes by phone). Johnstone et al.
(2007) provide more detailed information about the data collection procedure; it eventually resulted in a sample of 4186 plants, of
which 3748 provided full information related to the variables we
consider. We detail the distribution of these responses by country
in Table 1. The response rate was notably lower in the United States
and France, and the greatest number of responses came from Japan
and Germany (which account for more than half the sample).
Various authors who participated in the actual data collection
(e.g., Arimura et al., 2008; Darnall et al., 2008, 2010; Johnstone
et al., 2007) have reported various tests of the results, based
mainly on archival or wave analyses (Rogelberg and Stanton, 2007),
3746
3000
1530
4757
981
5000
1033
20047
489
269
466
1499
309
898
256
4186
Valid Questionnaires %
(for this research)
13.1% 333
9.0% 229
30.5% 428
31.5% 1420
31.5% 295
18.0% 805
24.8% 238
20.9% 3748
8.9%
7.6%
28.0%
29.9%
20.1%
16.1%
23.0%
18.7%
Source: OCDE project Environmental Policy and Corporate Behavior (Johnstone et al.,
2007).
that reduce the risk of non-response bias. They also indicate that
common method bias (Podsakoff and Organ, 1986) is a relatively
minor concern for these data, though it always should be taken into
consideration. The data collection also guaranteed anonymity to
respondents to reduce reporting biases (Arimura et al., 2011).
Although Johnstone et al. (2007) note a potential bias related to the
choice of respondents, the data appear valid and reliable, according
to extensive tests in previous literature.
3.2. Measures
3.2.1. Dependent variable: environmental imbalance
The survey asked managers to assess the potential environmental impact of their products and processes as not negative,
moderately negative, or very negative for each of the environmental aspects in Table 2. The survey also asked whether they had
taken specic actions to reduce their environmental impacts. Using
both assessments, we built an index of environmental imbalance
according to Equation (1), in which n1 represents the number of
aspects for which the potential impact is moderately negative and
the facility has not taken specic actions to reduce it, and n2
represents the number of aspects for which the potential impact is
very negative and the facility has not taken specic actions.
Therefore, the imbalance increases when the rm does nothing in
situations that are potentially very serious compared with moderately serious situations.
Environmental imbalance 1 n1 2 n2
(1)
Table 2
Environmental aspects and stakeholders.
Environmental Aspects
Stakeholders
Source: OCDE project Environmental Policy and Corporate Behavior (Johnstone et al.,
2007).
1625
The survey allows each respondent to introduce another environmental aspect that may not have been included in the previous
categories. Thus, it addresses the potentially specic features of
various plants and organizations, which increases the validity of
this tool for capturing the imbalance between actions that should
be taken and those actually taken.
3.2.2. Independent variables
The survey asked the managers to assess stakeholder pressures,
or the inuence of each of the stakeholders listed in Table 2, on
their environmental behavior as not applicable, moderately
important, and very important. We built an index of the degree
of pressure exerted by stakeholders using Equation (2), in which m1
represents the number of stakeholders with moderately important
inuence, and m2 represents the number of stakeholders with very
important inuence:
Stakeholder pressure 1 m1 2 m2
(2)
Polluting rank 1 k1 2 k2
(3)
1626
Table 3
Correlations among variables.
1. Polluting rank
2. Facility size
3. Environmental manager
4. Market scope
5. Business performance
6. Food, beverage, textiles (ISIC 15e19)
7. Pulp, paper, publishing, print (ISIC 20e22)
8. Nonmetallic minerals, metals (ISIC 26e28)
9. Machinery, transport equipment (ISIC 29e35)
10. Furniture, recycling (ISIC 36e37)
11. Stakeholder pressure
12. Implementation of an EMS
13. Environmental imbalance
Mean (S.D.) 1
4.86
3.28
.69
2.79
3.45
.15
.13
.23
.32
.02
9.17
.39
1.14
.15**
.12**
.07**
.03
.04**
.02
.07**
.00
.19**
.17**
.05**
.20**
.13**
.12**
.05**
.01
.03**
.01
.35**
.41**
.06**
.12**
.14**
.15**
.02
.18**
.03
.17**
.09**
.04**
.01
.02
.01
.05**
.03*
.12**
.04**
.08**
.16**
.23**
.28**
.06**
.02
.16**
.01
.21**
.26**
.05**
.02
.07**
.01
.37**
.08** .10**
.02
.04**
.02
.03*
.12 ** .00
.25**
.04* .02
.00 .03
.13**
(3.52)
(8.62)
(.46)
(1.05)
(.99)
(.356)
(.335)
(.421)
(.465)
(.138)
(5.30)
(.49)
(1.70)
.18**
.28**
.07**
.01
.02
.03*
.05**
.08**
.02
.35**
.25**
.43**
10
11
12
1
Multinational rms likely adapt their policies, products, and processes to t the
requirements of the most demanding destination (Magretta, 1997; Rugman and
Verbeke, 1998).
(3)), the results similarly did not change. Thus our results are robust
to the specic mathematical modeling used for the variables.
4. Results
The results of our model estimation appear in Table 4. According
to Model 1, some control variables explain signicant portions of
the environmental imbalance. As we expected due to the actual
construction of the variables, polluting potential has strong
explanatory power. If polluting potential is null, there is no possibility of environmental imbalance; greater polluting potential
increases the likelihood of environmental imbalance. Therefore, we
control for its effect before analyzing the hypotheses.
The effects of the other control variables are rather less evident.
The existence of an environmental manager, greater rm size, better
performance, and certain industrial activities all contribute to
reducing environmental imbalance. This result suggests economies
of scale in environmental matters, as well as the importance of welldened responsibilities. Moreover, it conrms the positive effect of
management committed to environmental and business performance (Klassen and Whybark, 1999; Russo and Fouts, 1997; Sharma
and Vredenburg, 1998). In this case, we posit that better business
performance may give the plant access to more resources that it can
use to address environmental problems; we therefore control for this
effect. Some sectors seem more inclined to reduce environmental
imbalance (e.g., ISIC from 26 to 35), which reveals the signicant
discrepancies in the way each industry approaches environmental
issues (Banerjee, 2002). The only variable without a statistically
signicant coefcient is market scope; it cannot explain any effects
that are not explained already by the other control variables.
Incorporating stakeholders in Model 2 (see Table 4) signicantly
increases (p < .01) model t. The coefcient of the variable has
a negative sign, in support of H1. Although the negative correlation
between stakeholder pressure and environmental imbalance is
weak (see Table 3), eliminating the effect of polluting potential from
the regression model reveals the full role that this variable plays.
Likewise, incorporating the variable that distinguishes the
facilities that have implemented an EMS increases the explained
variance in the model signicantly and gives rise to a negative
coefcient, in support of H2. The coefcient of stakeholder pressure
Table 4
Predictive power of control variables and independent variable for environmental
imbalance: moderated regression analysis.
Model 1
Model 2
Model 3
Model 4
Polluting rank
.507**
.543**
.565**
.565**
Facility size
.113**
.100**
.085**
.081**
Environmental manager
.170**
.137**
.073**
.080**
Market scope
.027
.013
.022
.021
Business performance
.049**
.041**
.043**
.044**
Food, beverage, textiles
.022
.019
.009
.011
(ISIC 15e19)
Pulp, paper, publishing, print
.019
.016
.001
.001
(ISIC 20e22)
Nonmetallic minerals, metals
.046*
.035
.019
.019
(ISIC 26e28)
Machinery, transport
.065**
.053*
.058**
.056**
equipment (ISIC 29e35)
Furniture, recycling (ISIC 36e37)
.022
.025
.021
.022
Stakeholder pressure
.140**
.125**
.091**
Implementation of an EMS
.193**
.113**
Stakeholders pressure
.101**
Implementation of an EMS
R2
.240
.255
.284
.286
F
117.955** 116.402** 123.554** 114.926**
DF
76.914** 150.867**
8.431**
**p < .01; *p < .05.
Notes: standardized coefcients.
1627
1628
Facilities
w ith EMS
1,6
Facilities
w ithout
EMS
1,2
0,8
0,4
Environmental Imbalance
Environmental Imbalance
Facilities
w ithout
EMS
1,2
0,8
0,4
mean - 1
mean
mean - 1
mean + 1
mean
mean + 1
Facilities
w ith EMS
1,6
Facilities
w ithout
EMS
1,2
0,8
0,4
Environmental Imbalance
Environmental Imbalance
Facilities
w ith EMS
1,6
Facilities
w ith EMS
1,6
Facilities
w ithout
EMS
1,2
0,8
0,4
mean - 1
mean
mean + 1
mean - 1
mean
mean + 1
Fig. 3. Interaction plots between different types of stakeholder pressure and EMS implementation.
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