Response of Japanese companies to environmental changes

How is Japanese business responding to environmental changes? This article reports on a survey of 140 major Japanese companies regarding other responses. The author concludes that: These companies are trying to meet the challenge; that there are differences from industry to industry which need to be delineated; out that there is a considerable difference between measures adopted and planned for implementation which suggest a positive attitude towards environmental changes.     

Asian Corporates: Willing Participants in the Reporting Revolution?

Asia represents one of the most diverse regions of the world in terms of culture, politics and economies. Not surprisingly, there is a comparative variety in who is publicly reporting, where and why. As might be expected, those countries with stronger, more mature economies are the regional leaders, notably Japan, South Korea and Hong Kong. Japan is far ahead in terms of numbers of companies reporting and also has two award schemes in place to reward best practice and innovation. Both South Korea and Hong Kong are increasingly reporting, but with limited sophistication and an emphasis on environmental issues.With the development of the Global Reporting Initiative (GRI), participating Asian companies are able to access a global network of reporting organisations and substantial collective experience. A number of Japanese companies have already cited using the GRI framework in preparing their reports, whilst five Asian companies are involved in the current GRI feedback process, including one in Singapore and one in Thailand.The region's reporting pioneers are being driven by globalisation and international peer pressure. Moreover, whilst Asian companies have been notorious for limited corporate governance and transparency in their financial affairs, business models are changing and this evolution is likely to promote better disclosure not only of fiscal performance but also on environmental, health, safety and social issues.     

Recent changes in long range corporate planning in Japan

In his article the author discusses an emerging new stage in Japanese long range corporate planning which reflects the struggles of Japanese companies against the new economic situation in which it is very difficult to enjoy a high economic growth rate. Among the many long range plans launched in 1976 and 1977 Hitachi's new long range plan provides an excellent illustration of the main features of the struggles. Using Hitachi as an example various new aspects manifested in Stage IV of Japanese long range corporate planning are described with reference to the economic and social background and its implications for Japanese companies.     

Productivity: Lessons from Japan

The purpose of this article is to compare Japanese productivity on an industry basis with the U.S. and European companies, and then to examine the factors and methods that underline the Japanese success to determine what, if any, lessons Western companies can draw from the Japanese approach.     

Personnel and training policies—Some lessons for western companies

The authors feel that Japanese personnel and training methods need to be examined from a specifically personnel and training viewpoint and their article represents their analysis and conclusions based on discussions with a variety of large and medium size companies and with individuals. Their study had three main objectives—to understand how Japanese policies contribute to their economic success; to assess the effect of cultural factors; and to consider how Japanese practices might be applied to the U.K.     

The Japanese multinational

In this article the author examines the four features found in the emerging Japanese multinational enterprises, (1) joint ventures with participation of trading companies, (2) the R & D capabilities, (3) the Japanese style of management, and (4) socio-political reactions in Asian countries. These features provide the Japanese multinational enterprises with both opportunities and challenges for their future development. Proper consideration is given to the comparison with the American multinational enterprises.     

Organizational Philosophies of Japanese companies in the U.S.A.

The paper presents data about the Organizational Philosophies of fifty-nine Japanese owned companies in the United States. Harmony emerged as the single most popular element in these Organizational Philosophies. Data about specific concepts of Organizational Philosophy (kaizen, correct attitudes) were also obtained. Mechanisms to encourage the adoption and use of Organizational Philosophy were investigated. The evidence suggests that Organizational Philosophy continues to be an important aspect of Japanese companies in the U.S.A., and that American managers of these companies are accepting these Philosophies.An earlier version of this paper was presented at the 1991 International Academy of Management and Marketing Annual Conference held in Detroit, MI.     

Manuals for Environmental Dialogue

One of the essential factors in enhancing the motivation of companies for increasing environmental efforts is to improve their ability to conduct a positive dialogue on environmental issues with clients and other stakeholders. Efficient communication is a precondition if attention to environmental issues is to contribute to maintaining or increasing market share.But until now many companies have been focusing on putting their own house in order, and expecting that the marketing impact would more or less come of its own. Today, many Danish companies admit that a serious and targeted effort is needed in order to turn a high environmental profile into marketing advantage.The opportunity for companies gaining competitive advantage from environmental management systems and other pollution prevention activities increasingly depends on the ability to communicate attitudes and performance to the stakeholders. The responsibility for environmental communication is often assigned to the person responsible for environmental issues. They will have both the technical insight and the environmental knowledge, but will often need communication skills and, most important, tools to carry out the communication task.Requirements for communication skills on environmental issues have grown, especially because the market's and the public's interest in environmental issues concerning production and product impacts increases day-by-day.In Denmark, authorities are focusing on the fact that information on both production and products plays a key role. This focus is reflected in the Act on Green Accounts, the introduction of eco-labelling, as well as the initiatives taken by the Danish EPA under the enhanced Integrated Product Policy. These developments have caused companies in different sectors to look for tools for environmental communication.This article focuses on tools for improving environmental communications on environmental issues in general, and with different groups of stakeholders.     

Determinants of voluntary CSR disclosure: empirical evidence from Germany

Currently, companies spend a great deal of effort on Corporate Social Responsibility (CSR) disclosures. CSR disclosure relates to the provision of information on companies’ environmental and social performance. From an economic perspective, companies might disclose this information to avoid or decrease potential political costs. We construct a CSR disclosure index based on the Global Reporting Initiative (GRI) guidelines. Using content analysis, we analyze 130 listed German companies’ CSR disclosures (470 firm-year observations) to investigate the determinants of these voluntary disclosure activities. Our results show that, consistent with the political cost theory, German companies’ disclosures of all CSR issues are affected by their visibility, shareholder structure, and relationship with their US stakeholders. In addition, higher profitability is associated with more environmental disclosures. Finally, size and industry membership affect the amount of CSR disclosure.     

Total quality control: Lessons European executives can learn from Japanese companies

This paper reports the finding of a Mission to Japan by 18 executives to study the total quality control activities of 8 companies from diverse industries. A number of the companies can be classified as world class. In the companies studied the dedication, vision and planning for total quality control, development of policy and setting of improvement objectives at each level in the organisation structure, and attention to detail in the production preparation stage is without equal in the majority of Western organisations. It is also pointed out that the housekeeping of Japanese companies is first class and all the companies studied said their greatest assets are employees.     

An analytical tool for managing environmental risks strategically

In this article, Dr. Robert Repetto and Duncan Austin of the World Resources Institute present an approach for analyzing and communicating the financial implications of a company's environmental exposures through an empirical application to companies in the U.S. pulp and paper industry. The methodology is based on a sequence of steps: A) identifying salient impending environmental issues; B) developing multiple scenarios for each issues; C) assessing the company (or facility's) exposure under each scenario; D) estimating scenario-specific financial impacts; E) constructing overall risk measures; and F) analyzing options to minimize risks or maximize advantages.Within the pulp and paper industry there are varying levels of exposure and associated risk from environmental issues. For some companies, environmental issues will have little or no impact on financial performance, while for others, they could be a source of increased value. For others, environmental issues may entail costs that approach fifteen percent of a company's current valuation. In environmentally sensitive industries, the approach presented can help companies to benchmark themselves against rivals, identify major sources of environmental risk and opportunity, assign financial values to risk-mitigating options, and communicate their environmental strategies to the investment community and other stakeholders.     

IMPLEMENTING INITIATIVES ON QUALITY: AN INTRODUCTION TO THE SPECIAL ISSUE ON TOTAL QUALITY MANAGEMENT

In the early 1980s, companies around the world, learning from the Japanese experience, saw that they could address their severe competitive problems related to productivity and quality only by looking at the entire set of processes and organizational relationships in the context of the customer's needs. This approach was termed total quality management (TQM). As companies pursue quality-related initiatives, they must deal with a number of issues; some of these issues are addressed here: measurement of benefits, feedback and recognition, work-teams, teaching continuous improvement, and enhancing the effectiveness of statistical process control charts.     

利益相关者、管理认知对企业环境保护战略选择的影响——基于我国上市公司的实证研究

企业对环境规制心存疑虑,担心规制增加企业成本,为此本文从战略管理层面探讨如何调动企业处理环境问题的积极性。通过对我国上市公司CEO的调研,发现管制利益相关者和次要利益相关者中的媒体是企业在环境问题上感知的主要压力;管理者越认为环境问题是商业机会以及管理者的环境意识越强,企业越有可能实行前瞻型环境战略。     

Environmental Management — the European Way

While international agreements, international standards, and internationally operating companies have left behind the idea of national borders for environmental management issues, research is still lagging behind in describing developments in this area from an international perspective. The European Business Environmental Barometer (EBEB) is a quantitative survey of the state and development of environmental management in Europe and one of the first to regularly provide results on this issue at a European level. It covers topics such as perceived environmental impact, environmental stakeholders, corporate environmental activities, and environmental management (systems).The results presented in this article are drawn from the latest completed round of the EBEB during which data was gathered in 1997/98. The questionnaire-based survey includes information on more than 2,800 companies from the producing sector with 50 or more employees in 11 European countries.¹     

The Effects of Environmental Regulations on the Productivity of Large Companies: An Empirical Analysis of the Spanish Case

This article provides evidence to the debateabout whether or not investments designated forcompliance with environmental performance andtechnology standards favor or harm the workproductivity of companies. A panel data modelis analyzed, which panel refers to 53 largeSpanish companies quoted on the stock exchangeand that have participated in a subsidizedenvironmental protection program during the1990–1995 period, specifically in theIndustrial and Technological Program for theEnvironment (PITMA). A Cobb-Douglas productionfunction is used to relate the workproductivity to a measure of the pollutionabatement investment dedicated to compliancewith standards. The resulting negativecoefficient, although close to zero, should notbe interpreted as a result derived from justany kind of regulation, but rather a result ofthe kind of regulation analyzed in this work,meaning the command and control regulation thatoften binds companies to make environmentalinvestments that are not productive in theconventional economic sense, although they areproductive in terms of environmental quality.In addition, and in order to specify the kindof company to which the conclusions of thispaper are applicable, the characteristics ofthe companies that participated in PITMA areanalyzed comparatively with companies that didnot participate.     

The impact of Japanese plants on local labour markets

Japanese direct investment is assuming an increasing importance in the U.K. economy, especially in the manufacturing sector where Japanese management and manufacturing techniques have aroused particular interest. Until recently this investment in manufacturing has been primarily restricted to plants of an assembly-based nature and Japanese companies have sought out labour markets which best satisfy the needs of this type of operation. However, early signs are appearing which suggest that new Japanese manufacturing investment is becoming increasingly sophisticated. In the light of this emergent trend, this paper uses recent research to draw attention to the labour market problems that are likely to occur as the skill requirements of Japanese employers increase. The paper then concludes by discussing strategies which individual firms should adopt to protect themselves from any consequent labour market disruption.     

Japanese marketing strategies in the United Kingdom

This article is based on a study which examined hypotheses about Japanese marketing using a matched sample of British companies and their major Japanese competitors. Japanese subsidiaries in Britain were shown to be much more marketing-oriented, more responsive to strategic opportunities, and more single-minded in their pursuit of market share. Organizationally, there were few differences between the two groups. The Japanese subsidiaries, however, were more inclined to use product or market-based divisions and continuous, informal planning and control procedures. The result is that managerial focus and responsibility are centred upon overall product-market rather than financial or production performance, with continuous feedback facilitating rapid adaptation and implementation of marketing plans and strategy.     

Strategic intent in the management of the green environment within SMEs: An analysis of the UK screen-printing sector

What drives the environmental behaviour of companies is an under-researched and under-developed area of study, particularly in the context of small and medium enterprises (SMEs). This article investigates to what extent the responses by UK screen-printing companies to pressures to improve their environmental performance represented a deliberate attempt by senior managers to provide their organisations with a strategic competitive advantage.Using both a quantitative and qualitative approach, the research shows that the environmental responses of this sector tended to be reactive, defensive and driven by – and frequently limited to – legislative compliance. Even though companies accepted that there were potential commercial benefits to be gained from environmental action, there was very little evidence to indicate that managerial decisions were motivated by strategic intent or that managerial mindsets were tuned to the notion that a proactive environmental response could offer a competitive edge. The article discusses the management implications of this lack of strategic orientation and highlights how a more innovative response by companies could provide both demand and supply side benefits.