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Bureaucratization of environmental management and corporate greening: an empirical analysis of large manufacturing firms in Japan

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  • Takuya Takahashi
  • Masao Nakamura

Abstract

We have used qualitative comparative analysis (QCA) to empirically investigate relationships between the organizational structure of environmental management within large Japanese manufacturing firms and their corporate greening processes. Three dimensions of bureaucratization (i.e., formalization, centralization and professionalization) were chosen as the independent variables. Measures of corporate greening, such as integration of environmental responses into general management, introduction of green technologies and transformation of corporate culture, were chosen as the dependent variables. Our sample consists of 193 firms obtained in a survey conducted in 1997. We find that bureaucratization of environmental management generally has a positive relationship with corporate greening and that the presence of one or two of the three dimensions of bureaucratization may be sufficient for corporate greening to implement certain greening measures. The relationship between bureaucratization and ISO 14001 environmental management systems (ISO 14001 EMSs) and limitations of EMSs are also discussed. Copyright © 2005 John Wiley & Sons, Ltd and ERP Environment.

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  • Takuya Takahashi & Masao Nakamura, 2005. "Bureaucratization of environmental management and corporate greening: an empirical analysis of large manufacturing firms in Japan," Corporate Social Responsibility and Environmental Management, John Wiley & Sons, vol. 12(4), pages 210-219, December.
    • Handle: RePEc:wly:corsem:v:12:y:2005:i:4:p:210-219
    DOI: 10.1002/csr.86
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    References listed on IDEAS

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    3. Kozo Horiuchi & Masao Nakamura, 2001. "Environmental Issues and Japanese Firms," Palgrave Macmillan Books, in: Masao Nakamura (ed.), The Japanese Business and Economic System, chapter 13, pages 364-384, Palgrave Macmillan.
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    5. Khanna, Madhu & Damon, Lisa A., 1999. "EPA's Voluntary 33/50 Program: Impact on Toxic Releases and Economic Performance of Firms," Journal of Environmental Economics and Management, Elsevier, vol. 37(1), pages 1-25, January.
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    Cited by:

    1. Miao, Zhaowei & Cai, Shun & Xu, Di, 2012. "Exploring the antecedents of logistics social responsibility: A focus on Chinese firms," International Journal of Production Economics, Elsevier, vol. 140(1), pages 18-27.
    2. Marc J. Epstein & Marie‐Josée Roy, 2007. "Implementing a corporate environmental strategy: establishing coordination and control within multinational companies," Business Strategy and the Environment, Wiley Blackwell, vol. 16(6), pages 389-403, September.
    3. Xiao Xiao & Yue Cheng & Yuling Zhang, 2024. "Sustainable Innovation in the Biopharmaceutical Industry: An Analysis of the Impact of Policy Configuration," Sustainability, MDPI, vol. 16(6), pages 1-23, March.
    4. Masaki Sugita & Takuya Takahashi, 2015. "Influence of Corporate Culture on Environmental Management Performance: An Empirical Study of Japanese Firms," Corporate Social Responsibility and Environmental Management, John Wiley & Sons, vol. 22(3), pages 182-192, May.
    5. Takuya Takahashi & Masao Nakamura, 2010. "The impact of operational characteristics on firms' EMS decisions: strategic adoption of ISO 14001 certifications," Corporate Social Responsibility and Environmental Management, John Wiley & Sons, vol. 17(4), pages 215-229, July.
    6. Marie‐Josée Roy & François Thérin, 2008. "Knowledge acquisition and environmental commitment in SMEs," Corporate Social Responsibility and Environmental Management, John Wiley & Sons, vol. 15(5), pages 249-259, September.
    7. Rafał Kowalczyk & Wioleta Kucharska, 2020. "Corporate social responsibility practices incomes and outcomes: Stakeholders' pressure, culture, employee commitment, corporate reputation, and brand performance. A Polish–German cross‐country study," Corporate Social Responsibility and Environmental Management, John Wiley & Sons, vol. 27(2), pages 595-615, March.

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