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Determining factors that enable managers to implement an environmental management system for sustainable construction: A case study in Johannesburg

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  • Olusola O. Ololade
  • Palesa P. Rametse

Abstract

In this study, the underlying factors that could promote the successful implementation of an environmental management system (EMS) to enhance sustainable construction were considered. The assumption was that the perceptions of top and senior managers affect the success of the implementation of an organisation's EMS. A quantitative, sample‐based approach was used to gather data through online questionnaires; semistructured interviews were also conducted. A targeted sample comprising 198 managers of one company was selected, and 69 responses were received—approximately 35% of the total population sampled. Out of seven top management employees, interviews were conducted with five executives (including the chief executive officer). Descriptive analysis, weighted mean average, and chi‐square test were used to analyse the data. The study revealed that factors that could influence attitudes and perceptions relating to environmental issues among managers in the construction industry are generation (age), level of education, and knowledge and awareness. In this study, older managers and those with higher levels of education were more receptive to promoting environmental issues in the organisation. Even though most of the participants indicated that environmental management was important for their organisation, it was not considered as a priority compared with other issues. However, an EMS was perceived as a formal way to enforce environmental management in their operation. We conclude, therefore, that it is pertinent to include environmental management in the curriculum for the education of construction professionals, so that it forms part of their training.

Suggested Citation

  • Olusola O. Ololade & Palesa P. Rametse, 2018. "Determining factors that enable managers to implement an environmental management system for sustainable construction: A case study in Johannesburg," Business Strategy and the Environment, Wiley Blackwell, vol. 27(8), pages 1720-1732, December.
    • Handle: RePEc:bla:bstrat:v:27:y:2018:i:8:p:1720-1732
    DOI: 10.1002/bse.2237
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    References listed on IDEAS

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    Cited by:

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    2. Barbara Kump, 2021. "When do threats mobilize managers for organizational change toward sustainability? An environmental belief model," Business Strategy and the Environment, Wiley Blackwell, vol. 30(5), pages 2713-2726, July.
    3. Valentina Lagasio & Nicola Cucari & Carl Åberg, 2021. "How corporate social responsibility initiatives affect the choice of a bank: Empirical evidence of Italian context," Corporate Social Responsibility and Environmental Management, John Wiley & Sons, vol. 28(4), pages 1348-1359, July.
    4. Rosemary Horry & Colin A. Booth & Abdul–Majeed Mahamadu & Patrick Manu & Panos Georgakis, 2022. "Environmental management systems in the architectural, engineering and construction sectors: a roadmap to aid the delivery of the sustainable development goals," Environment, Development and Sustainability: A Multidisciplinary Approach to the Theory and Practice of Sustainable Development, Springer, vol. 24(9), pages 10585-10615, September.
    5. Nikunj Kumar Jain & Abinash Panda & Piyush Choudhary, 2020. "Institutional pressures and circular economy performance: The role of environmental management system and organizational flexibility in oil and gas sector," Business Strategy and the Environment, Wiley Blackwell, vol. 29(8), pages 3509-3525, December.

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