Abstract
Environmental management practices have evolved significantly over the past two decades. During that time, sustainable operations management practices have purportedly made positive contributions to overall firm performance. This paper develops two conceptual frameworks regarding the relationships among specific elements of environmental management, quality management, and firm performance. We suggest that innovation in quality management mediates the relationship between design for environment and firm performance, and that statistical process control techniques moderate the relationship between environmental management systems and firm performance. We identify future research possibilities, based on these frameworks, to inform scholarly research and practice in environmental management and quality management.
Highlights
Over the past two decades, the treatment of environmentally responsible practices in operations management literature has evolved from its initial status as a novelty to become a mainstay of research in the field. Elkington (1997) predicted that “the sustainable capitalism transition” would be a very complex transition.This transition is, a work in progress
The relationship between environmental management commitment and firm performance was examined by King and Lenox (2002); this study considers both return on investment (ROI) per published financial statements and Tobin’s q to measure firm performance
First and foremost, this paper offers theoretical frameworks and related propositions that can help researchers and practitioners understand the firm performance effects of environmentally responsible management practices, and the influence of specific factors related to quality management on the effectiveness of such practices
Summary
Over the past two decades, the treatment of environmentally responsible practices in operations management literature has evolved from its initial status as a novelty to become a mainstay of research in the field. Elkington (1997) predicted that “the sustainable capitalism transition” would be a very complex transition.This transition is, a work in progress. Elkington (1997) predicted that “the sustainable capitalism transition” would be a very complex transition. Over the past two decades, the treatment of environmentally responsible practices in operations management literature has evolved from its initial status as a novelty to become a mainstay of research in the field. This transition is, a work in progress. Enhanced attention to broader issues of social responsibility has heightened awareness of, and interest in, research in sustainable operations and related management practices. This paper is an initial step in a broader effort to fill those gaps
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