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A Map of Neverland: The role of policy in strategic environmental management

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  • Tarja Ketola

Abstract

Emerging environmental management system standards and environmentally conscious academics promote the strategic planning role of environmental policies, but frequently ignore their strategic visioning role. It is argued in this paper that an environmental policy should based on strategic visioning and act as a starting point of strategic planning. Thus an environmental policy could link strategic visioning and planning. The policy should also communicate the environmental goals of a company and the means to reach those goals. To contribute to the fulfilment of the company's mission, the environmental goals and means (strategies) need to be integrated into and co‐ordinated with general business goals and strategies. It is claimed here that an environmental policy has multiple strategic roles: strategic visioning, communicating, strategic planning, linking strategic visioning and planning, and integrating and co‐ordinating. To support this claim, these five potential roles of an environmental policy are explored at the corporate, divisional and operating unit levels of Shell and Texaco. It is maintained that environmental policies have an enormous inherent strategic potential which can be released by building, maintaining and implementing the policies in such a way that they can fulfil all their strategic roles. © 1997 by John Wiley & Sons, Ltd and ERP Environment.

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  • Tarja Ketola, 1997. "A Map of Neverland: The role of policy in strategic environmental management," Business Strategy and the Environment, Wiley Blackwell, vol. 6(1), pages 18-33, February.
    • Handle: RePEc:bla:bstrat:v:6:y:1997:i:1:p:18-33
    DOI: 10.1002/(SICI)1099-0836(199702)6:13.0.CO;2-3
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    References listed on IDEAS

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    1. World Commission on Environment and Development,, 1987. "Our Common Future," OUP Catalogue, Oxford University Press, number 9780192820808.
    2. Tarja Ketola, 1993. "The seven sisters: Snow whites, dwarfs or evil queens? A comparison of the official environmental policies of the largest oil corporations in the world," Business Strategy and the Environment, Wiley Blackwell, vol. 2(3), pages 22-33, September.
    3. Tarja Ketola, 1996. "Where Is Our Common Future? Directions: 'Second To The Right And Straight On Till Morning'," Sustainable Development, John Wiley & Sons, Ltd., vol. 4(2), pages 84-97.
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    Cited by:

    1. Frances E. Bowen, 2000. "Environmental visibility: a trigger of green organizational response?," Business Strategy and the Environment, Wiley Blackwell, vol. 9(2), pages 92-107, March.
    2. Tarja Ketola, 2004. "Eco‐psychological profiling: an oil company example," Corporate Social Responsibility and Environmental Management, John Wiley & Sons, vol. 11(3), pages 150-166, September.
    3. Kalim Shah, 2011. "Strategic organizational drivers of corporate environmental responsibility in the Caribbean hotel industry," Policy Sciences, Springer;Society of Policy Sciences, vol. 44(4), pages 321-344, November.
    4. Peter Dobers & Rolf Wolff, 2000. "Competing with ‘soft’ issues – from managing the environment to sustainable business strategies," Business Strategy and the Environment, Wiley Blackwell, vol. 9(3), pages 143-150, May.

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