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Corporate environmental commitment: Developing the operational concept

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  • Rachid M Zeffane
  • Michael J Polonsky
  • Patrick Medley

Abstract

This article attempts to develop an operational measure of the notion of Corporate Environmental Commitment (CEC), through an examination of CEO's perceptions of their firms' behaviour regarding a number of environmental items. This is done by identifying a number of salient items in the literature and integrating them into a survey instrument. The mail survey was administered to the key informants of the 1000 largest organisations in Australia of which 306 responded. Iterative Factor‐Analysis of the data revealed that the questionnaire items (55 items in total) could be statistically collapsed into four factors representing the overall degree of ‘Corporate Environmental Commitment’. The four factors were (1) the degree to which environmental audits are emphasised as an environmental evaluation tool (Audit); (2) the existence and role of a clear and well disseminated environmental policy (Policy); (3) consideration of environmental impacts in assessing future corporate activities including investments & projects (Future Activities) and (4) incorporation of environmental issues in corporate appraisal systems (Appraisal Systems). Internal consistency within each of the four factors revealed significant reliability of all factors. It is suggested that the use of the four‐factor method uncovered in this study bears significant practical relevance, allowing firms to assess their environmental commitment (EC) at the corporate level.

Suggested Citation

  • Rachid M Zeffane & Michael J Polonsky & Patrick Medley, 1994. "Corporate environmental commitment: Developing the operational concept," Business Strategy and the Environment, Wiley Blackwell, vol. 3(4), pages 17-28.
    • Handle: RePEc:bla:bstrat:v:3:y:1994:i:4:p:17-28
    DOI: 10.1002/bse.3280030403
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    References listed on IDEAS

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    1. Colby, Michael E., 1991. "Environmental management in development: the evolution of paradigms," Ecological Economics, Elsevier, vol. 3(3), pages 193-213, September.
    2. David Hunt & Catherine Johnson, 1993. "The systems approach to corporate environmental management and environmental auditing," Business Strategy and the Environment, Wiley Blackwell, vol. 2(1), pages 37-43, March.
    3. Michael Polonsky & Rachid Zeffane & Patrick Medley, 1992. "Corporate environmental commitment in Australia: A sectorial comparison," Business Strategy and the Environment, Wiley Blackwell, vol. 1(2), pages 25-39, June.
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    Cited by:

    1. Bjorn De Koeijer & Jos De Lange & Renee Wever, 2017. "Desired, Perceived, and Achieved Sustainability: Trade-Offs in Strategic and Operational Packaging Development," Sustainability, MDPI, vol. 9(10), pages 1-29, October.
    2. Jean D. Kabongo, 2020. "The intellectual structure of the journal Business Strategy and the Environment: A 25‐year author cocitation analysis," Business Strategy and the Environment, Wiley Blackwell, vol. 29(1), pages 170-179, January.
    3. Cong Zhou & Weili Xia & Taiwen Feng & Jijiao Jiang & Qingsong He, 2020. "How environmental orientation influences firm performance: The missing link of green supply chain integration," Sustainable Development, John Wiley & Sons, Ltd., vol. 28(4), pages 685-696, July.
    4. Dayna Simpson & Danny Samson, 2010. "Environmental strategy and low waste operations: exploring complementarities," Business Strategy and the Environment, Wiley Blackwell, vol. 19(2), pages 104-118, February.
    5. Samuel Adomako, 2020. "Environmental collaboration, sustainable innovation, and small and medium‐sized enterprise growth in sub‐Saharan Africa: Evidence from Ghana," Sustainable Development, John Wiley & Sons, Ltd., vol. 28(6), pages 1609-1619, November.

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