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  • 1.
    Dobers, Peter
    Mälardalens högskola, Ekonomihögskolan.
    Strategies for environmental control: a comparison between regulation and centralized control inGermany and reforms leading to decentralized control in Sweden1997Inngår i: Business Strategy and the Environment, ISSN 0964-4733, E-ISSN 1099-0836, Vol. 6, nr 1, s. 34-45Artikkel i tidsskrift (Fagfellevurdert)
    Abstract [en]

    A theoretical framework for analysing control implementation structures and processes is discussed. The framework is applied to a comparative study of a control strategy implemented in Germany and one implemented in Sweden. The differences between these control strategies are explained. In Germany, legislation was used to combat single-source, measurable emissions. Environmental problems that are identifiable and measurable lend themselves to such detailed legislation. However, this is not the case with newly defined environmental problems such as diffuse emissions. Thus, in Sweden, openly formulated directives were used to combat diffuse, hard-to-measure emissions. This illustrates the recent tendency in Swedish environmental control, which is a change from centralized control through regulation to decentralization of environmental control through reforms.

  • 2.
    Dobers, Peter
    et al.
    Gothenburg Research Institute, Sweden.
    Strannegård, Lars
    Stockholm School of Economics, Sweden.
    Wolff, Rolf
    Copenhagen Business School, Denmark.
    Union-Jacking the research agenda. A study of the frontstage and backstage of Business Strategy and the Environment 1992-19982000Inngår i: Business Strategy and the Environment, ISSN 0964-4733, E-ISSN 1099-0836, Vol. 9, nr 1, s. 49-61Artikkel i tidsskrift (Fagfellevurdert)
    Abstract [en]

    The purpose of this discussion article is to show some descriptive characteristics of research carried out in environmental management. Thus, it is an invitation for reflection on environment-related research in management. To start this reflection, we use data from Business Strategy and the Environment (BSE) in the years from 1992 to 1998. BSE is a journal that is to a great extent dedicated to research on environment-related management issues. To identify characteristics of environment-related research in management, we utilize data from the frontstage of the journal (published articles and their authors) and from the backstage (references used in these articles). The database includes the titles and authors of 150 articles and their 4297 references. We present descriptive data on key terminology, country origins of the articles, number of references used per article over time, age changes of the stock of references, most cited authors and most cited works. Based on these observations we draw conclusions concerning power structures and formulate research questions that will contribute to a better understanding of the research in strategic environmental management.

  • 3.
    Schwartz, Birgitta
    Mälardalens högskola, Akademin för hållbar samhälls- och teknikutveckling.
    Environmental Strategies as Automorphic Patterns of Behaviour2009Inngår i: Business Strategy and the Environment, ISSN 0964-4733, E-ISSN 1099-0836, Vol. 18, nr 3, s. 192-206Artikkel i tidsskrift (Fagfellevurdert)
    Abstract [en]

    The article is based on a study of three companies, i.e., Volvo, The Body Shop, and Tarkett, focusing on their development of environmental strategies. Using a drama metaphor, the empirical case indicates in detail how Tarkett has been strategically able to handle increasing environmental demands. The study also demonstrates that Tarkett depends on itself in its relationship with other actors in its organizational field, and that this influences the interplay between the actors. The article concludes that the three studied companies adopted different strategies for managing environmental demands, and that the strategy each used involved a specific sense of “dependency”. The strategies are explained by institutional automorphism, which means that the companies imitate themselves, employing strategies similar to those they have previously used when tackling other changes in their organizational fields.

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