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Managerial Issues In Closing The Loop

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  • Ulrich Steger

Abstract

The consequences for corporations striving to meet the new requirements of ‘closing the loop’ are investigated. An integrated managerial framework is developed to manage products over their complete life cycle. Effectively managing systems for ‘closing the loop’ requires a careful examination of the complex web of markets, government regulations, consumer behavior, supplier relationships and their impact on the value chain of an individual corporation. The underlying assumption is that developing a systematic framework of managerial issues for managing products over their complete life cycle is necessary to cope with the increased complexity caused by the tools related to ‘closing the loop’. Although managerial issues are the focus in this paper, this does not imply that changing consumer behavior or a more incentive and innovation oriented regulatory approach are not of importance. Without such an approach only a few pioneers will follow a closed loop system.

Suggested Citation

  • Ulrich Steger, 1996. "Managerial Issues In Closing The Loop," Business Strategy and the Environment, Wiley Blackwell, vol. 5(4), pages 252-268, December.
    • Handle: RePEc:bla:bstrat:v:5:y:1996:i:4:p:252-268
    DOI: 10.1002/(SICI)1099-0836(199612)5:43.0.CO;2-1
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    References listed on IDEAS

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    1. Lassi Linnanen, 1995. "Life cycle management: Integrated approach towards corporate environmental issues," Business Strategy and the Environment, Wiley Blackwell, vol. 4(3), pages 117-127, July.
    2. Professor Richard Welford, 1993. "Breaking the link between quality and the environment: Auditing for sustainability and life cycle assessment," Business Strategy and the Environment, Wiley Blackwell, vol. 2(4), pages 25-33, December.
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    Cited by:

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    3. Jacqueline Cramer, 2000. "Responsiveness of industry to eco‐efficiency improvements in the product chain: the case of Akzo Nobel1," Business Strategy and the Environment, Wiley Blackwell, vol. 9(1), pages 36-48, January.
    4. Sukhbir Sandhu & Lucie K. Ozanne & Clive Smallman & Ross Cullen, 2010. "Consumer driven corporate environmentalism: Fact or fiction?," Business Strategy and the Environment, Wiley Blackwell, vol. 19(6), pages 356-366, September.
    5. Kumar Verma Bhupendra & Shirish Sangle, 2017. "What Drives Successful Implementation of Product Stewardship Strategy? The Role of Absorptive Capability," Corporate Social Responsibility and Environmental Management, John Wiley & Sons, vol. 24(3), pages 186-198, May.
    6. Mark P. Sharfman & Teresa M. Shaft & Robert P. Anex, 2009. "The road to cooperative supply‐chain environmental management: trust and uncertainty among pro‐active firms," Business Strategy and the Environment, Wiley Blackwell, vol. 18(1), pages 1-13, January.
    7. Shumin Liu & Young-Tae Chang, 2017. "Manufacturers’ Closed-Loop Orientation for Green Supply Chain Management," Sustainability, MDPI, vol. 9(2), pages 1-29, February.
    8. Aneta Wysokińska-Senkus, 2021. "Determinants of Improving the Strategy of Sustainable Energy Management of Building Sustainable Value for Stakeholders—Experience of Organizations in Poland," Energies, MDPI, vol. 14(10), pages 1-18, May.
    9. del Río González, Pablo, 2009. "The empirical analysis of the determinants for environmental technological change: A research agenda," Ecological Economics, Elsevier, vol. 68(3), pages 861-878, January.
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    11. Jouni Korhonen & Fredrik von Malmborg & Peter A. Strachan & John R. Ehrenfeld, 2004. "Management and policy aspects of industrial ecology: an emerging research agenda," Business Strategy and the Environment, Wiley Blackwell, vol. 13(5), pages 289-305, September.

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