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Vinhas da Silva, R. & Teixeira, N. (2006). Environmental business strategy: the Portuguese case. Business Strategy and the Environment. 17 (3), 208-218
R. M. Silva and N. Teixeira, "Environmental business strategy: the Portuguese case", in Business Strategy and the Environment, vol. 17, no. 3, pp. 208-218, 2006
@article{silva2006_1732202444728, author = "Vinhas da Silva, R. and Teixeira, N.", title = "Environmental business strategy: the Portuguese case", journal = "Business Strategy and the Environment", year = "2006", volume = "17", number = "3", doi = "10.1002/bse.512", pages = "208-218", url = "http://onlinelibrary.wiley.com/doi/10.1002/bse.512/abstract" }
TY - JOUR TI - Environmental business strategy: the Portuguese case T2 - Business Strategy and the Environment VL - 17 IS - 3 AU - Vinhas da Silva, R. AU - Teixeira, N. PY - 2006 SP - 208-218 SN - 0964-4733 DO - 10.1002/bse.512 UR - http://onlinelibrary.wiley.com/doi/10.1002/bse.512/abstract AB - This study focuses on the adoption of environmental management systems and corporate social responsibility reporting as mechanisms for creating a differential advantage, looking at how different stakeholders in an organization perceive the importance of instituting these mechanisms as determinants of market success. The paper then aims to focus on environmental business strategy and corporate social responsibility reporting in companies, rather than prescribing policy for the entire sector. In so doing it postulates that compliance with market requirements on environmentally related issues, by instituting proper environmental management mechanisms and corporate social responsibility reporting, is a pre-requisite for acceptance of the firm and its products in the market. The paper is methodologically based on a set of 60 interviews conducted with various agents in the Portuguese textile industry, ranging from policy-makers to industrialists and NGOs, with a view to determining differences in perception between the various stakeholders. ER -