Abstract
ABSTRACTEnvironmental commitment (EC) has been defined as the organisational engagement with environmental practices oriented to prevent and diminish waste and pollution burdens caused by the organisation. EC has been addressed from economical, technological, regulatory and organisational perspectives, but little has been said about the role of individuals’ perceptions in the organisational adoption of an EC. Based on the theory of planned behaviour and on data collected from 184 Australian winery managers, we test the effect of managers’ attitudes, their perceptions of control, stakeholder pressures and information on shaping EC in their organisations. Results indicate that winery managers consider their own attitudes towards the environment and their perceptions of control as the most important factors when adopting EC in their organisation, while stakeholder pressures were not found significant.
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