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EMS models for business strategy development

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  • Stephen Tinsley

Abstract

This research investigation identifies the organizational barriers that can occur within large organizations to impede the introduction and development of environmental management systems (EMSs). The findings from the six case study investigations into multinational electronic and telecommunications organizations enabled the construction of four categorical models: devoid, isolated, devolved and integrated. They provide a profile of the way organizations use their EMSs and detail the types of organizational barrier that are likely to occur in each case. The models are designed to offer insight into the profile of the organization, the type of EMS being used and the operational advantages and disadvantages of using each model. They offer managers additional decision‐making tools with which to assess the EMS profile of their own organization and those of competitor organizations and to assess the effectiveness of an organization's EMS in weak and strong economic conditions. Copyright © 2002 John Wiley & Sons, Ltd. and ERP Environment

Suggested Citation

  • Stephen Tinsley, 2002. "EMS models for business strategy development," Business Strategy and the Environment, Wiley Blackwell, vol. 11(6), pages 376-390, November.
    • Handle: RePEc:bla:bstrat:v:11:y:2002:i:6:p:376-390
    DOI: 10.1002/bse.340
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    References listed on IDEAS

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    1. Nigel Roome, 1992. "Developing environmental management strategies," Business Strategy and the Environment, Wiley Blackwell, vol. 1(1), pages 11-24, March.
    2. Lisa‐Henri Kirkland & Dixon Thompson, 1999. "Challenges in designing, implementing and operating an environmental management system," Business Strategy and the Environment, Wiley Blackwell, vol. 8(2), pages 128-143, March.
    3. Sandra Rothenberg & James Maxwell & Dr Alfred Marcus, 1992. "Issues in the implementation of proactive environmental strategies," Business Strategy and the Environment, Wiley Blackwell, vol. 1(4), pages 1-12, December.
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    Cited by:

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