Abstract
This article investigates the impact of organizational drivers for the implementation of business process and network information and communication capabilities (ICCs) supporting cleaner production in the Dutch food and beverage industry. We do so with the intention to promote ‘dynamic behavioral fingerprinting’. Survey results show, that sub-sectors of this industry are driven to adopt environmental ICCs to a different level. Responses range from compliance-oriented (Slaughterhouses & meat sub-sector) to market-oriented (Bakery and biscuits sub-sector). Knowledge of key drivers and their impact offers opportunities to adjust the environmental policy and instruments to sub-sector specifics so that its effectiveness is improved. We therefore propose ‘dynamic behavioral fingerprinting’: mapping “typical” patterns of managerial response towards environmental issues, in order to improve the effectiveness of public–private interaction and cooperation.
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