Environmental and performance management forces
Purpose - The purpose of this paper is to analyze the forces that prompted a Finnish food manufacturing company to implement environmental management system (EMS) and performance management system (PMS). The paper also aims to describe how and why environmental issues were integrated onto a balanced scorecard (BSC). Design/methodology/approach - The paper utilizes both qualitative and longitudinal case study approaches. Semi-structured interviews are the main source of empirical data; these were conducted by both researchers. Findings - The forces driving the implementation of the EMS changed from external to internal forces over time. The initial purpose of EMS implementation was to obtain an environmental certificate. Later on the forces turned to internal ones when the causal link between improving environmental performance and profitability was recognized. The PMS implementation, as well as the PMS and EMS integration, had internal forces driving them. The company integrated environmental indicators into its BSC, which thus connected the EMS and PMS. This integration demonstrated the financial impacts of the environmental improvements. Research limitations/implications - The limitation relates to the methodological issues when the results can be generalized theoretically. Practical implications - If dealing with environmental issues is considered to potentially increase profitability, there must be a great potential to improve environmental performance at the same time. If environmental measures are integrated into a BSC, they are monitored and discussed more precisely. The BSC is thus a worthwhile tool for reporting information on environmental performance. The construction of an EMS and a PMS requires a co-operation between different functions and levels of the organization. Finally, the forces for improving EMS and PMS can emerge both from outside and inside. Originality/value - This paper contributes to the empirical research on environmental and performance management by integrating these two issues, and also illustrates that forces are dynamic rather than static.
If you experience problems downloading a file, check if you have the proper application to view it first. In case of further problems read the IDEAS help page. Note that these files are not on the IDEAS site. Please be patient as the files may be large.
As the access to this document is restricted, you may want to look for a different version under "Related research" (further below) or search for a different version of it.
Volume (Year): 5 (2008)
Issue (Month): 3 (December)
|Contact details of provider:|| Web page: http://www.emeraldinsight.com|
|Order Information:|| Postal: Emerald Group Publishing, Howard House, Wagon Lane, Bingley, BD16 1WA, UK|
Web: http://emeraldgrouppublishing.com/products/journals/journals.htm?id=qram Email:
References listed on IDEAS
Please report citation or reference errors to , or , if you are the registered author of the cited work, log in to your RePEc Author Service profile, click on "citations" and make appropriate adjustments.:
- Vanessa Magness, 2006. "Strategic posture, financial performance and environmental disclosure: An empirical test of legitimacy theory," Accounting, Auditing & Accountability Journal, Emerald Group Publishing, vol. 19(4), pages 540-563, July.
- João A. Ribeiro & Robert W. Scapens, 2006. "Institutional theories in management accounting change: Contributions, issues and paths for development," Qualitative Research in Accounting & Management, Emerald Group Publishing, vol. 3(2), pages 94-111, July.
- Sunee Ratanajongkol & Howard Davey & Mary Low, 2006. "Corporate social reporting in Thailand: The news is all good and increasing," Qualitative Research in Accounting & Management, Emerald Group Publishing, vol. 3(1), pages 67-83, April.
- Timo Hyvönen & Janne Järvinen & Jukka Pellinen, 2006. "The role of standard software packages in mediating management accounting knowledge," Qualitative Research in Accounting & Management, Emerald Group Publishing, vol. 3(2), pages 145-160, July.
- Anderson, Shannon W. & Young, S. Mark, 1999. "The impact of contextual and process factors on the evaluation of activity-based costing systems," Accounting, Organizations and Society, Elsevier, vol. 24(7), pages 525-559, October.
- Christine Byrch, 2007. "Sustainable “what”? A cognitive approach to understanding sustainable development," Qualitative Research in Accounting & Management, Emerald Group Publishing, vol. 4(1), pages 26-52, May.
- Magrini, Alessandra & Lins, Luiz dos Santos, 2007. "Integration between environmental management and strategic planning in the oil and gas sector," Energy Policy, Elsevier, vol. 35(10), pages 4869-4878, October.
- Bo Enquist & Mikael Johnson & Per Skålén, 2006. "Adoption of corporate social responsibility – incorporating a stakeholder perspective," Qualitative Research in Accounting & Management, Emerald Group Publishing, vol. 3(3), pages 188-207, September.
When requesting a correction, please mention this item's handle: RePEc:eme:qrampp:v:5:y:2008:i:3:p:184-206. See general information about how to correct material in RePEc.
For technical questions regarding this item, or to correct its authors, title, abstract, bibliographic or download information, contact: (Virginia Chapman)
If you have authored this item and are not yet registered with RePEc, we encourage you to do it here. This allows to link your profile to this item. It also allows you to accept potential citations to this item that we are uncertain about.
If references are entirely missing, you can add them using this form.
If the full references list an item that is present in RePEc, but the system did not link to it, you can help with this form.
If you know of missing items citing this one, you can help us creating those links by adding the relevant references in the same way as above, for each refering item. If you are a registered author of this item, you may also want to check the "citations" tab in your profile, as there may be some citations waiting for confirmation.
Please note that corrections may take a couple of weeks to filter through the various RePEc services.