淘豆网
下载此文档放大查看缩小查看   1/12
下载文档 文档分类:论文 > 毕业论文

探索环境管理和财务绩效在服务行业的关系【外文翻译】.doc


下载后只包含 1 个 DOC 格式的文档,没有任何的图纸或源代码,查看文件列表 我要举报
0/100
您的浏览器不支持进度条
更多>>该用户其他文档
下载所得到的文件列表
探索环境管理和财务绩效在服务行业的关系【外文翻译】.doc
文档介绍:
本文档来自高校大学生毕业论文答辩过程材料,版权归原作者所有,供下载者论文创作参考借鉴之用,请勿作商用!本科毕业论文(设计)
外文翻译
原文:
Tracking the relationship between environmental management and financial performance in the service industry
Attention to the relationship between environmental management practices and financial performance has e increasingly widespread in both academic theory and corporate practice. Stricter environmental laws and regulations, increased societal awareness of the ecological impacts of business activities, and mounting pressures from investors have led firms to rethink their approach toward the natural environment and to better understand the impact of environmental management on the firm’s bottom line.
Until the recent past, proactively investing in efforts to preserve the natural environment was thought to be an act of corporate altruism, something that would provide few financial benefits to the corporate bottom line (Crook 2005). Indeed, many observers continue to view environmental management solely pliance with environmental regulations (mostly through pollution control or ‘‘end-of-pipe’’ technologies), and thus, as negatively impacting financial performance (Walley and Whitehead 1994). In this cost-avoidance context, externalities—the costs of air, water, and soil pollution-that ‘‘might have been otherwise avoided or borne by others,’’ were incurred by the firm, diverting resources from other productive investments, raising operating costs, and hurting profitability (Waddock and Graves 1997). But this conventional view of environmental management is changing. For a growing number panies, environmental management now goes beyond ‘‘pliance’’ and can be viewed as all efforts undertaken by the firm to minimize the negative effects of its activities on the natural environment (Christmann 2000; Klassen and Whybark 1999). For some, it remains a ‘‘moral mandate’’, while for others, it is ‘‘a necessary evil to maintain legitimacy and the right to operate’’(Hart and Milstein 2003, p. 56).
Regardless of the motivation for change, evidence is mounting that the effective integration of environmental practices into operations can, and does, affect the financial performance of the firm ‘‘through both market (revenue) and cost pathways’’(Klassen and McLaughlin 1996). On the cost side, firms that invest in environmental management can potentially reduce their future costs by promoting waste reductions and process efficiencies (Hart and Ahuja 1996), uncovering process improvement opportunities (Hart 1995; Russo and Fouts 1997), pliance costs, and minimizing the risk of future environmental liabilities (Porter and van der Linde 1995). In short, firms that go pliance are better positioned to meet tighter environmental standards in the future.On the revenue side, consumer preferences are shifting toward more environmentally responsible products anizations (Shrivastava 1995). As demand grows for different or more efficient ways to use 内容来自淘豆网www.taodocs.com转载请标明出处.
更多>>相关文档
文档信息
最近更新
文档标签