Levers of eco-control and competitive environmental strategy

DC FieldValueLanguage
dc.contributor.authorJourneault, Marc-
dc.contributor.authorRonge, Yves de-
dc.contributor.authorHenri, Jean-François-
dc.coverage.spatialCanadafr_CA
dc.date.accessioned2016-11-25T17:01:05Z-
dc.date.available2019-11-03T04:00:00Z-
dc.date.issued2016-11-03-
dc.identifier.issn08908389fr_CA
dc.identifier.urihttp://hdl.handle.net/20.500.11794/12471-
dc.description.abstractAn emerging stream of literature has investigated the link between management controls and the environmental strategy. However, this literature has provided an incomplete picture of that link, notably because of the lack of distinction between the intended and realized strategy and the lack of attention devoted to multiple environmental strategic intentions. The purpose of this study is twofold: (i) to examine the ability of eco-control to support competitive environmental strategies by translating strategic intentions into eco-practices, (ii) to examine the extent to which the role of eco-controls, when translating environmental strategic intentions into eco-practices, varies when strategic intent is predominately based on eco-efficiency or eco-branding. Using survey-data from a sample of 249 manufacturing firms, the results suggest that the predominance of either eco-efficiency or eco-branding intent leads to variations in the use of beliefs, boundaries, diagnostic and interactive levers of eco-control. More specifically, the results suggest that firms focusing predominately on eco-efficiency intent rely on the levers of eco-control to convert their strategic intentions into eco-production practices to a greater extent than organizations focusing predominately on eco-branding intent to implement eco-marketing practices. Also, the results suggest that, while the adoption of the levers of eco-control framework seems to be driven by eco-efficiency intentions, organizations may act on cost reduction before using eco-controls to implement eco-marketing practices when increasing revenues.fr_CA
dc.languageengfr_CA
dc.publisherAcademic Pressfr_CA
dc.subjectEnvironmental strategyfr_CA
dc.subjectEco-controlfr_CA
dc.subjectLevers of controlfr_CA
dc.subjectManagement control systemsfr_CA
dc.titleLevers of eco-control and competitive environmental strategyfr_CA
dc.typeCOAR1_1::Texte::Périodique::Revue::Contribution à un journal::Article::Article de recherche-
dcterms.bibliographicCitationBritish Accounting Review, Vol. 48 (3), 316–340 (2016)fr_CA
dc.audienceProfesseurs (Enseignement supérieur)fr_CA
dc.audienceÉtudiantsfr_CA
dc.audienceDoctorantsfr_CA
dc.identifier.doi10.1016/j.bar.2016.06.001fr_CA
dc.subject.rvmEntreprises -- Aspect de l'environnementfr_CA
dc.subject.rvmEnvironnement -- Aspect économiquefr_CA
dc.subject.rvmInformation environnementalefr_CA
dc.subject.rvmEfficacité organisationnelle -- Évaluationfr_CA
dc.subject.rvmIndustrie manufacturièrefr_CA
rioxxterms.versionAccepted Manuscriptfr_CA
rioxxterms.version_of_recordhttps://doi.org/10.1016/j.bar.2016.06.001fr_CA
bul.rights.periodeEmbargo36 moisfr_CA
Collection:Articles publiés dans des revues avec comité de lecture

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