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Influence of Corporate Culture on Environmental Management Performance: An Empirical Study of Japanese Firms

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  • Masaki Sugita
  • Takuya Takahashi

Abstract

This paper investigates the relationships between the scores of 109 Japanese corporations found in the NIKKEI environmental management ranking survey and the corporate culture of each firm. Corporate culture is measured with the instrument developed by Cameron and Quinn (2006). The instrument measures corporate culture in terms of four categories: clan culture, adhocracy culture, hierarchy culture, and market culture. The results indicate that adhocracy culture has statistically significant positive relationships with the management system, product development, and climate change mitigation aspects of environmental management or sustainability management. Excessive hierarchy culture has a negative relationship with the overall score of environmental management. An appropriate combination of hierarchy culture and adhocracy culture enhances the overall score. Copyright © 2013 John Wiley & Sons, Ltd and ERP Environment

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  • Masaki Sugita & Takuya Takahashi, 2015. "Influence of Corporate Culture on Environmental Management Performance: An Empirical Study of Japanese Firms," Corporate Social Responsibility and Environmental Management, John Wiley & Sons, vol. 22(3), pages 182-192, May.
    • Handle: RePEc:wly:corsem:v:22:y:2015:i:3:p:182-192
    DOI: 10.1002/csr.1346
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