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Institutional pressures and corporate environmental management maturity

Institutional pressures and corporate environmental management maturity The purpose of this paper is to examine how corporate environmental management strategies at different environmental management maturity (EMM) stages are influenced by institutional forces in the service sector organizations of a developing country.Design/methodology/approachThe authors used a multiple case study approach in this study. Institutional isomorphic pressures (coercive, mimetic and normative) at different EMM stages were used as the analytical framework.FindingsThe study finds coercive pressures largely shape the corporate environmental management strategies at the reactive stage while mimetic pressures have the greatest influence on the internal integration stage. Combined mimetic and normative pressures influence the environmental strategies at the external integration stage. Further, it emphasizes the importance of various institutional pressures in propelling the organizations in the developing countries to benefit from higher levels of EMM.Originality/valueThis paper offers a new theoretical approach that highlights the importance of considering the institutional influence of the top-down process of diffusion and simultaneous counter-process of invention by which the lower level organizational actors shape and change their environmental management practices for corporate EMM. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Management of Environmental Quality An International Journal Emerald Publishing

Institutional pressures and corporate environmental management maturity

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References (97)

Publisher
Emerald Publishing
Copyright
© Emerald Publishing Limited
ISSN
1477-7835
DOI
10.1108/meq-02-2018-0041
Publisher site
See Article on Publisher Site

Abstract

The purpose of this paper is to examine how corporate environmental management strategies at different environmental management maturity (EMM) stages are influenced by institutional forces in the service sector organizations of a developing country.Design/methodology/approachThe authors used a multiple case study approach in this study. Institutional isomorphic pressures (coercive, mimetic and normative) at different EMM stages were used as the analytical framework.FindingsThe study finds coercive pressures largely shape the corporate environmental management strategies at the reactive stage while mimetic pressures have the greatest influence on the internal integration stage. Combined mimetic and normative pressures influence the environmental strategies at the external integration stage. Further, it emphasizes the importance of various institutional pressures in propelling the organizations in the developing countries to benefit from higher levels of EMM.Originality/valueThis paper offers a new theoretical approach that highlights the importance of considering the institutional influence of the top-down process of diffusion and simultaneous counter-process of invention by which the lower level organizational actors shape and change their environmental management practices for corporate EMM.

Journal

Management of Environmental Quality An International Journal – Emerald Publishing

Published: Jan 7, 2019

Keywords: Corporate environmental management maturity; Developing countries; Institutional theory; Service sector; Sustainable management strategies

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