THE DOMINO EFFECT OF PERCEIVED STAKEHOLDER PRESSURES ON ECO-CONTROLS

We examine how managers orchestrate their eco-control package in reaction to different perceived environmental stakeholder pressures. Using survey data from Canadian manufacturing firms, our results show that environmental pressures perceived from societal stakeholders have a greater influence on the integration of environmental objectives into strategic planning than pressures perceived from business stakeholders. This suggests that business stakeholders act as a force that mostly maintains the scope of strategic environmental orientations, while societal stakeholders act as a force that mostly expands the scope of strategic orientations by stimulating further consideration of environmental issues as strategic objectives. The integration of environmental objectives in strategic planning stimulates a domino effect within the eco-control package, where the adaptation of strategic objectives leads to greater mobilization of other eco-controls. This domino effect represents successive effects among components of the eco-control package, revealing how stakeholder pressures play a role in stimulating multi-layered changes in eco-control mobilization.

Voluntary environmental initiatives in Canadian manufacturing sector

The traditional regulatory approach to controlling pollution is inadequate in supporting sustainability, drawing attention to alternative strategies including self-regulation. However, such efforts rely on voluntary action on behalf of industry. Little research has been conducted to assess the effectiveness of these initiatives in the Canadian context. Utilizing a combination of telephone and written questionnaires, Canadian manufacturing associations were surveyed to determine the extent to which voluntary environmental initiatives were promoted to their members. The results indicate that only a small percentage of manufacturing associations promote formal voluntary environmental initiatives, suggesting that this form of self-regulation is not widely accepted by industry. These initiatives placed significant emphasis on legislative compliance and the goal and were deficient in key transparency and credibility indicators, suggesting that reliance on self-regulation alone is inadequate to address sustainable environmental management.

Voluntary environmental initiatives in Canadian manufacturing sector

The traditional regulatory approach to controlling pollution is inadequate in supporting sustainability, drawing attention to alternative strategies including self-regulation. However, such efforts rely on voluntary action on behalf of industry. Little research has been conducted to assess the effectiveness of these initiatives in the Canadian context. Utilizing a combination of telephone and written questionnaires, Canadian manufacturing associations were surveyed to determine the extent to which voluntary environmental initiatives were promoted to their members. The results indicate that only a small percentage of manufacturing associations promote formal voluntary environmental initiatives, suggesting that this form of self-regulation is not widely accepted by industry. These initiatives placed significant emphasis on legislative compliance and the goal and were deficient in key transparency and credibility indicators, suggesting that reliance on self-regulation alone is inadequate to address sustainable environmental management.

Organizational Characteristics of B2B E-Commerce Adopters in the Canadian Manufacturing Sector

This article presents the results of a research project on the adoption of B2B e-commerce (B2Bec) by Canadian manufacturers. The study provides an analysis of the characteristics of organizations which have adopted B2Bec technologies and attempts to outline the features that differentiate adopters from non-adopters. The results of a preliminary analysis show the existence of three distinct B2Bec adopter types: non-adopters, partial-adopters, and full-adopters. Leadership-related variables appear to be the most important determinants of adoption followed by benefits analysis.