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1The Relationship between Exporting Performance and the
IntegratedEffect of Sustainability Management R&D and
Marketing
Hermann Hrdlicka1, Isak Kruglianskas2Faculty of Economy and
Business Universidade de Sao Paulo Management Dept.Av. Prof.Luciano
Gualberto, 908 CEP 05508-010 Cidade Universitria S.Paulo (SP)
The paper presents the findings of an empirical research using a
sample of 59 large and importantBrazilian firms with the objective
to verify if environmental management practices can influence
thetheir competitiveness in the international market. Because the
sample used was constituted ofBrazilian enterprises, most of them
internationalized, it can be considered that the results reflects
areality that extrapolates the country borders. Using structural
equations modeling techniques it waspossible to conclude that the
environmental corporate management when integrated with R&D
andmarketing promotion provides a significant, relationship with
export performance. Besides theseimportant findings some
considerations regarding other relevant characteristics that can
influencethe competitiveness are also discussed like: the lack of
support from the high level management, theexistence of a very low
awareness about the importance of sustainability and also the
existence of aweak communication about sustainability with internal
and external stakeholders. Somerecommendations for future
researches and for practitioners are also presented.
I. Introduction
Two topics of interest are being disseminated in different
Brazilian media almost
daily and, with rare exceptions, individually: the concern with
the environment and the
internationalization of Brazilian companies, with emphasis on
the contribution of annual
exports to the balance of trade balance, the latter being one of
the levers of development of
Brazil in recent years.
The first explores the sustainability of the planet, with
recurring allusion to negative
externalities caused by business and consumption of an
increasingly affluent global society.
In the second, we are notified about the success of the
contribution of exports to the
Brazilian trade balance, which in 2008 reached a record $ 198
billion [43]; [3], a growth of
approximately 24% over the previous year, as can be seen in Fig.
1, in a scenario where
international trade has undergone significant transformations to
take into account the
concept of sustainable development in agendas of multilateral
negotiations by members of
the WTO - World Trade Organization [49].
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2Figure 1-- Brazilian Exports (1999-2008) [44]; [2]
Regarding these two high exposure issues, a question arises: is
the current success
of Brazilian exports influenced by environmental management
practices adopted by
exporting corporations?
This paper presents part of the results of a survey intended to
understand whether
the success in internationalization through exports by companies
based in Brazil (mostly of
them global companies) may have been influenced by good
environmental management
practices. Its structure includes a background on Brazilian
exports, the literature on the
subject of environmental management, the methodology used in the
research and some of
its results and conclusions.
II. The context of Brazilian export
Success in Brazilian internationalization takes place through
exports from companies
of different sizes (micro, small, medium and large), however,
the segment of large
companies dominates the export scenario. Official statistics
compiled by the authors
(considering the period from 2002 to 2007) indicated the total
imbalance between the
segments of exporting companies: the large ones contribute with
about 90% of the trading
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3of Brazilian exports. In this survey, the biggest contribution
was the powerful agribusiness
and food industry (14%), followed by the sectors of mineral
fuels (9%), automobiles and
parts (8.8%), minerals (8.1%), which besides other commodities,
has been benefitting fromhigh international prices, since 2002
[63]. By comparison, exports of machinery and
mechanical equipment contributed 6.9%.
However, export growth seems to be below its potential. Despite
the opportunities
coming from a world that continues to grow and to consume more
food and natural
resources, there are global threats as well, such as high
volatility in prices caused by the
global financial crisis of 2008. And even though that crisis was
somehow absorbed sooner in
Brazil than in comparison with other countries, the Brazilian
economy has weaknesses that
limit such growth. Among them, insufficient financial or
investment policy of in
infrastructure creates a major problem common to different
industries in Brazil [20],
especially in internal transportation, translated by production
losses, reduced profit,
overhead costs (logistics, storage port, credit insurance,
etc..), in other words, creating
negative externalities for society or environmental impacts.
As an example of that, the agribusiness sector is one of the
strategic forces of the
Brazilian economy for its high productivity based on widespread
technology, favorable
climate (sunshine, rainfall, lack of snow, and other factors),
and plenty of arable land.
However, it is in the countryside that environmental damage is
more clearly seen or more
catastrophic than in the mining or processing industries.
Although dealing with a green
product can cause major environmental impacts because it
involves different factors of
production such as irrigation, machinery, fertilizers,
pesticides, lime, vaccinations, genetic
engineering. Each of these factors cause environmental effects,
the most visible being the
ones caused by erosion as a result of poor soil management (loss
of fertility, degradation of
water quality and siltation of rivers, among others). This
sector depends mainly on road
transport, which in itself is another great cause of damage to
the environment and to
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4human health. Although this means of transport is an essential
element to the functioning
of modern societies, it also is one of the biggest emitters of
greenhouse gases, noise and air;
Fig. 2 shows the main environmental impacts caused by the food
industry which directly
involves the sectors mentioned above - agribusiness and
transportation. They represent the
production system and its limits, consumers and the network of
support from different
business sectors, and are indicated by squares - different
processes in the production chain;
by arrows - the transport of material between the chain; by
lines with arrows - transport in a
single direction and by dotted lines - the physical
transportation of return for other goods
and materials.
Figure 2 - Environmental impacts of the food production
chainSource: Adapted from [24]
Finally, the agenda of Brazilian exports has potential impacts
on nature, but those sectors
have responded by seeking to adjust to new national and
international environmental
demands, for such, they need to improve environmental
management, monitor
environmental performance constantly and develop clear policies
reducing the impacts
mentioned. After all, companies are the cause (directly or
indirectly) of the major ecological
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5challenges, but it becomes more evident each day that they are
also the only large and well-
managed institutions with sufficient resources to address these
challenges [64].
III. Corporate Environmental Management
The relationship between business and nature is reciprocal:
businesses cause effects on
the environment and vice-versa that could impact businesses
significantly on their
profitability, reputation, on the morale of their employees, on
customer relationships and
on retaining investors. Fig. 3 represents a conceptual model of
relations between the
activities of a business and the environment and makes us
reflect on why the concern of the
business to better manage their biotic and abiotic elements of
their natural environment
creates conditions for measuring national job and business
performance of competitive
advantage and corporate social responsibility [1], [9], [15],
[21], [30], [33], [52], [57],[58].
Figure 3 - - Relationship between the activities of a business
and the environmentSource: [26]
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6This way, the search for virtuous relationship between nature
and use of resources
(renewable or not) and economic activities: (i) becomes more
important every day, and (ii)presents itself in different ways, for
example, the growing number of environmental
regulatory frameworks (national and international) and pressures
from different
stakeholders that have been causing significant reactive or
proactive changes in production
systems, marketing and consumption of products and services
[7].
In International Trade, the new requirements push towards the
adoption of
standards for environmentally friendly products and processes.
The product barriers relate
to restrictions on imports of products not covered by the
environmental standards, such as
content, volume of packaging, final disposal/ disposition
required after consumption, among
others. The product barriers relate to restrictions on imports
of products not covered by the
environmental standards, such as content, volume of packaging,
final disposal/ disposition
required after consumption, among others. The barriers of
process prevent the importing of
products whose process involve environmental damage higher than
previously specified
standards, for example, the level of emissions and effluents. In
this case, the barriers serve
as environmental trade-offs (arbitrations) with respect to
differences in environmental
standards among exporting countries - more restrictive in one
country, more lenient in
another [5]. An article dated Nov. 18, 2009 published in the
Brazilian newspaper O Estado
de So Paulo points out emphatically that: "Environmental issues
give a pretext for
protectionism in industrial countries.
Therefore, appropriateness of implementation of environmental
management in
enterprises is not questioned any longer; the question is: How
can it be implemented
successfully? [62].To answer it, companies make use of "a
pattern of decisions and actions
that are evident over time" - an organizational environmental
strategy[50].
Thus, a new concept arises: the enterprise-oriented environment,
whose main
characteristic is the effort to reduce the environmental impacts
of business either adapting
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7products, processes and organizational structures, or by
considering the attitudes of
different stakeholders, and leading business and their
performance through activities
environmentally benign [55],[59]. This behavior is reflected in
a better position to face
crises: a survey conducted by the consultancy AT Kearney shows
that during the global
financial crisis that began in 2008, companies that demonstrate
a true commitment to
sustainability and interpret it as a fundamental part of
business strategy for long term in the
financial market to create value for shareholders and society,
appear to have better results
compared to their peers that are not so committed. Strong
corporate governance, best
practice risk management and investments in innovative "green
are factors that bring a vital
contribution to prosperity (or rather adaptation to crises)
[27], [41],[47], [60].
To bring corporate sustainability maturity concept to a company
in the
environmental and competitive terms requires new and necessary
capabilities of
managers[16],[22],[31],[32],[61], [62] in (i) identification of
opportunities, (ii) creation ofbusiness socio-environmentally
oriented, with emphasis on the holistic exercise to
understand the external influences of the legal, cultural,
economic, natural and
technological environments as well as (iii) development of
employees, enabling them toperform new functions that meet the
requirement of corporate sustainability. To Dyllick
and Hockerts [17] sustainability in the corporate field can be
defined as to be meeting the
current needs, direct and indirect - of the various stakeholders
in the business enterprise
(customers, suppliers, employees, lobbyists, and others),
without compromising the needs
of future stakeholders; so, companies must maintain and grow its
base of natural capital,
social and economic development while participating and
contributing to sustainable
development (the political sustainability). According to the
view of these authors, three
critical factors of corporate sustainability can be identified:
(a) the integration of economic,ecological and social (b)
integration between the short and long term, in order to meet
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8future needs and current and (c) the intelligent use of
available capital in order to preservethem from risk of collapse or
crisis.
Thus, combining business strategy with environmental and social
responsibility is a
major focus of corporate management, which seeks to achieve the
principle of sustainability
[48], [57]. Fig. 4 represents the range of key areas of a
company that are relevant to
corporate sustainability and indicates some of the functions to
be performed by
management to generate sustainable value.
It is imperative, therefore, the transformation of business
logic to preserve the
business risks involving the environment, showing its commitment
to publish the
environmental performance of their corrective and preventive
actions (and uplifting as it
takes its differential) and think (and make you think!) the
benefits that comes from attitudes
and organizational behavior, environmentally proactive with the
three-dimensional view
that includes: business, nature and society.
Figure 4 - Coverage of areas of activity management to corporate
sustainabilitySource: Adapted from [56]
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9IV. Methodology
With the objective to empirically verify if good environmental
management practices
could have influenced the results of major international
exporters, between 2005 and 2007,
a theoretical model was developed using structural equations
modeling (SEM) based on a
conceptual model that was firstly conceived and is shown in Fig.
5, in which there is a set of
independent and dependent variables supposedly related to each
other, respectively the
performance of environmental management and the export
success.
Figure 5 Conceptual Model of the Study
The model presents the performance environmental management as
the result of
environmental management and Marketing and Technology
activities, the correspondent
indicators that can influence the success in exports, measured
here by non-economic and
economic indicators. No attempt was made towards a direct
connotation of "cause-effect
relationship between independent and dependent variables, but
simply one of mutual
influence, and the independent variables, presumably, have
precedence in the temporal
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interaction in the case: the environmental management practices
in relation to the
dependent variables, success in exports [36].
The 60 independent variables were choose from "EBEB 2001 -
Environmental
Barometer European Business 2001" questionnaire1- but only the
items related to the scope
of specific environmental management issues - environmental
actions and their effects [37],
were grouped as shown in Table 1:Table 1 Independent Variables
List
Concept: Independent variables measurement itemsProcurement 1.
Selection of suppliers by environmental development; 2.Influences
suppliers by theenvironment.
EnviroManagement(EM)actions1. Has a published environmental
policy;2. Adopts procedures for environmentallaws;3.Performs
environmental evaluation;4. Has measurable environmental
goals;5.Has aprogram to achieve goals;6. Adopts procedures to
substitute non renewable products;7.Define the responsibilities
related to the environment;8.Has training and
environmentaleducation;9.Adopt goals as part of a continuous
improvement process;10.Present,somehow, environmental information
in the annual report ;11.Publish specificenvironmental
report;12.Audit the environmental program;13.Have indicators
ofenvironmental performance;14.Compare its environmental
performance with theperformance of other companies of the same
;15.Have environmental accounting;16.Haveinstruments of
environmental contingency in case of accidents.
EM andproduct/Market1. Adopts environmental labeling; 2. Informs
the consumer about the environmentaleffects of products and
processes; 3. Performs market research about the potential ofgreen
products; 4. Performs analysis of the life cycle; 5. Cooperates
with clients andsuppliers regarding the environment; 6. Adapts the
product according to environmentalregulations of the importing
country.EM integration 1. Safety and Health; 2. Development and
maintenance of quality; 3. Social responsibility; 4.General
strategy; 5. Training of leaders; 6. Development of products and
markets; 7.Involvement of parties concerned.EM and Export Degree of
contribution of GAE and EXPO.InternalObstacles 1. Lack of support
from upper management; 2. Slow update about good practices
andenvironmental management; 3. Low number of able stakeholders; 4.
Limitations of thefinancial resources; 5. Organizational Structure
not aligned with the environmental policy.
ExternalObstacles1. Different environmental regulations in the
different markets; 2.Lack of fiscal incentives;3.Low legal demands
in the countries to which it exports the most; 4.There
aretechnological limitations to mitigate the main environmental;
5.Lack of interest Icooperation from suppliers; 6.Lack of interest
I cooperation from internationalbuyes;7.Lack of interest I
cooperation from the Sector ;8.There is no demand for moregreen
products ;9.Lack of financial incentives from banks ; 10.
Inexistence of preferencesfor exporting companies that are
environmentally responsible.
EM Effects in thecompany1.Competitive advantage; 2.Corporate
image; 3.Value; 4.Retention of Talents;5.Participation in
international markets;6.New Opportunities;7.Profitability in
shortrange;8.Profitability in long range; 9.Cost Reduction;10.Gains
in Productivity;11.Betterinsurance contracts;12.Better access to
bank loans;13.Satisfaction ofowners/shareholders;14.Satisfaction of
company managers;15.Satisfaction of internalstakeholders.
1The European Business Environmental Barometer 2001 is an
international survey on the environmental practices of
Europeanmanufacturing companies regularly administered by different
European countries. It includes, for example, managementactivities,
environmental management systems, impacts on production and
others.
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Table 2 shows the dependent variables related to outcome
indicators of exports
and, in this study were selected based on data in the literature
[34].[6],[65], [10],[40], [42].
Table 2 Dependent Variables listConcept Dependent variables
measurement ItemsGrowth andMarket Share 1.Real Growth % Expo;
2.Growth % International Market Share; 3.Growth % World Market
Share;4.Noticed Growth % intensity expo; 5. Noticed Growth %
profitability expo; 6.Manager level satisfactionwith
export.Regionalcontributions 1) Africa; 2) South and Central
Americas; 3) North America; 4) Oceania; 5) Asia; 6) CE; 7) Middle
East.R&D andPromotion 1. Level of proximity to final consumer;
2.Investment in R&D Percent over Sales; 3. % ofExpenditure
Promotion with Sales; 4. Managers Perception of Product Growth in
the market.
The data collection questionnaire was: (i) structured, with most
consisting of closed
questions and fewer open when seeking more specific data, (ii)
not disguised, because the
respondents were introduced to the objectives and importance of
the research and (iii) and
self-filled by respondents through web page access. Software was
developed in order to
control its validity, data recovery and monitoring of fill,
without, however, disabling/
disclosing the security and confidentiality. A sample of Brazils
leading exporters was listed
by export value in the period 2005 to 2007, and 331 companies
were requested to
participate in the survey but only 59 answered, representing 18%
of the number of
companies listed as shown in Table 3, and 23% of the total
exported in the period.
For the multiple relationships analysis between the independent
and dependent
variables a structural equation modeling (SEM) was used in the
analysis and model building,
helped by the software SmartPLS [53]. The SEM is a statistical
technique based on
covariance structures that has become popular for testing and
estimating causal
relationships by using a combination of statistical and
qualitative causal assumptions based
on theory. SEM can create models confirming this theory, or be
used as an exploratory
manner for knowledge building [14], [29], [38].
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Table 3 - Sectors, export value and relative share of thefirms
participating in the research
INDUSTRY TOTAL FIRMS U.S$ M %Agribusiness and food 15 28,777
42,8Vehicles and Parts 11 13.635 20,3Rubber 2 1.987 3,0Shoes 1 176
0,3International Trade 1 1.323 2,0Leather 1 386 0,6Electronics 2
2.166 3,2Lumber 1 245 0,4Machinery and equipment 3 947
1,4Mechanical 3 1.120 1,7Paper and pulp 5 4.764 7,1Chemicals 6
5.529 8,2Steel and metallurgy 6 6.250 9,3TOTAL 59 67.305 100,0
V. Results
Based on the conceptual model proposed, and on applying the
procedure
recommended by the literature when dealing with structural
equation modeling, the initial
model composed by 60 manifest variables was estimated and is
shown in Fig. 6. Soon after
that, the refining process was started by using the method of
direct estimation (Hair JR.etal., 1998) and the independent
variables with low factor load were disregarded.
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Figure 6 Initial model estimated directly from dependent and
independent variables
In sequence, the model was simplified thru variable reduction
method creating 6
composites to the construct Enviro Mgm Best Practices. Inspired
by different authors, we
created 3 new second-order latent variables denominated
Productivity Gains,
Satisfaction and Financial Issues, which had satisfactory levels
of reliability. Fig. 7 shows
the new latent variables and composites created.
A careful analysis of the new model (Fig. 7) shows statistical
results with a low
correlation coefficient between the latent variables Enviro
Management Effects(0,106),
P&D MKT Investments(0,120) and Export Success. In order to
have a better
understanding about these relations we continue to explore and,
in sequence, we created a
moderator variable called Enviro MGM Matched with R & D MKT
(in purple) from the
multiplication of the variances of the latent variables Enviro
Management Effects and R
& D MKT Investments and. Thus, it was the final model
presented (Fig. 7), which
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theoretically is not unique, but one of the likely models that
can be developed using the
structural equation modeling technique.
Figure 7 Final model estimated thru composites including
moderator variable
Table 4 shows the reliability indicators generated by software
that surpass, in theirmajority, the parameters of the last line,
thus taking the model (i) presenting sufficient
internal consistency without departing from the logic of the
business and from theory raised
: (ii) by being the result of a series of modifications for
estimating the best possible results
from the latent variables, including the fact a moderator
variable was established for this
purpose, and (iii) considering that the model is not unique and
other models may be
established using the same technique and the same scope, the
generation phase of
competing models was deemed closed.
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Table 4 - Statistical results of the final processed by
PLSLatent variable Communality CompositeReliability R
2 CronbachAlpha
EM* Good Practices 0,417210 0,801839 0,700319EM Effects 0,448563
0,905760 0,531985 0,885658
EM Effects * Investments 0,351495 0,923392 0,926239Productivity
Gains 0,662712 0,921543 0,821536 0,897139
Investments 0,677679 0,798717 0,686247Satisfaction 0,653334
0,882092 0,477479 0,819341
Export Success 0,786208 0,916815 0,132721 0,865712Financing
Conditions 0,764758 0,866699 0,577537 0,692433
Pattern 0,5 0,6 0,2 0,7(*) EM means Environmental Management
As anticipated, the resulting model has been replicated
(bootstrapping) and theresults are shown in Fig. 8:
Figure 8 - Final model estimated by bootstrapping replication (n
= 150)
We note the occurrence of only two cases with values less than
1.9600 (which is the
cutoff parameter significance level of 5% for the bilateral test
T of Student represented bythe associations P&D MKT Investments
and Export Success, and between Enviro
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Management Effects and Export Success and which per se have a
reasonable level ofimpact. However, the moderator variable
produced, Enviro MGM Matched with P&D-
MKT (the purple symbol in the Fig. 7) provides superior results
if compared to the cutoffparameter mentioned.
VI. Discussion of results
The various models processed and modified as the procedure
suggested in the
literature, the parameters of reliability presented and
conceptual model based on the
literature allow the verification of some results of interest to
managers.
A first result that does not appear in the final model concerns
the little influence
among some of the characteristics of the company on its
environmental practices identified
in the first use of the software. The result did not follow the
conclusions of some studiesthat found, for example, that company
size (the number of employees) affects the practices
of environmental management, where larger companies have better
environmental
practices than smaller companies. The logic is the understanding
that larger firms have
higher investment capacity and organization to achieve better
performance, for example,
better environmental performance. The contrast lies in the
economies of scale that we
imagine existing in a large company, and presuppose heavy
investments to adapt or change
existing processes by new greener ones, for instance.
Accordingly, export is subject to international regulatory
standards, markets
requirements and other external pressures; therefore, without
exhausting other
possibilities, to introduce or adapt greener processes export
companies demand tax relief,
environmental standards and cooperation with business value
chain. This interpretation
finds insight in the estimated model of Fig. 6: the latent
variable "Enviro Mgt Best Practices"
reflects satisfactory factor loads of different manifest
(independent) variables; but
coefficients of determination (R2) draws attention for the less
expressive composites
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"Internal Obstacles "and" External Obstacles. In the latter
three variables draw our
attention: i) lack of tax incentives for businesses to reach a
better environmentalperformance, ii) the lack of legal
environmental standards in international trade and iii) lackof
cooperation of suppliers in developing new processes for smaller
impact on the
environment.
As a second result, the creation of the third order latent
variables, and theircorrelation with the variable "Enviro Mgmt
Effects enriched the model and confirmed
different studies [13];[54];[28];[19];[25]. Although there is no
consensus on the main
motivations of firms to commit to environmental performance
[45],[60], reducing the
number of variables and creating new latent variables, as
recommended by the
methodology of SEM, made the model clearer to identify gains
about: (i) productivity, (ii) thefinancial conditions (represented
by more attractive rates on bank loans and insurance
policies contracted), and (iii) satisfaction of shareholders
(and stakeholders) as being effectscaused by good environmental
management practices.
As another result of this study, no appropriate level of
adequate explanation was
obtained to the construct R&D Mkt investments; R&D and
marketing expenditures are
highlighted as accelerators of export performance in different
studies [6],[65]. It is
interpreted that there is no significant influence of the
effects of environmental
management and the P&D and marketing investments mentioned
on exports when
approached individually.
Conversely, in the literature, we know that investments in R
& D and Promotion are
associated with results in exports; in other ways, the existence
of environmental innovation
strategy involves the performance business (including exports)
determined by the practices
adopted, especially concerning those related to environmental
aspects [18]. In addition,
they are determinants of environmental innovation, according to
Kemp [35] apud Kiperstoket al. (undated): (i) the incentives, which
depend on the degree of competition, costs,
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demand conditions and appropriate conditions for economic
benefits that may be
appropriate, (ii) the ability to combine knowledge from
different sources to produce a newproduct or process, and (iii) the
ability to manage this process.
So it would be reasonable to explore the association of the
effects of good
environmental management practices and investments in R & D
and Promotion through its
covariance in a new moderator variable, which translates the
combined influence of these
variables and the environmental management effects. In fact, the
result of this association
showed a coefficient of determination somewhat significant on
the success in exports, and a
greater level of significance, explaining that this association
explains better the imagined
model.
Thus, the interpretation of the final model suggests that good
environmental
practices by Brazilian exporters do not influence the success in
exports per se, however, bycombining the best environmental
practices with investment related to marketing and R&D,
the quality of the association improves greatly.
VII. Conclusions and recommendations
The study provided some conclusions about the influence of good
environmental
management practices for the exporting success of Brazilian
firms, considering three main
themes: environmental management, corporate investments in R
& D and marketing, and
the impact of all these areas as a group.
First, the Brazilian export companies present different levels
of effort as far as the
environmental management in its international business is
concerned. Good environmental
management practices are best expressed: (i) by the guidance to
the product or market, (ii)by the care in selecting (and
influencing) suppliers, based on environmental performance in
order to avoid being contaminated by negative externalities
caused by these partners, and
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(iii) by the maturity in the environmental actions taken by the
companies such as having apublished environmental policy, having
goals and programs to achieve those goals, defining
responsibilities, having environmental performance indicators,
auditing their programs and
presenting such environmental information, in the balance sheet.
It was clear, though, that
the valuable tool of control and communication represented by
the environmental
accounting is not widely adopted in the companies included in
the sample - which implies a
larger effort to highlight relevant aspects of its performance,
the environmental impacts
and, consequently, the performance of environmental
management.
Concerning the level of integration with other corporate
functions - a maturity
indicator of corporate environmental management function, it
seems that there is still no
complete understanding of the role of environmental management
in dialogue with
stakeholders, for example, in developing a product with superior
environmental
performance, among others. Conversely, although the insertion of
an ecological variable in
the overall strategy has been maturing in the sample companies,
environmental
management (in the broad sense) is still regarded as a
supporting component, although
having a level of participation in board meetings.
Data analysis suggests that there are internal obstacles, such
as: (i) lack of supportfrom upper management demonstrated by its
commitment not ii) by an environmentally
conscious business still in the stage of reaction to external
pressure, and iii) lack of
communication of environmental initiatives for the company's
internal or external
stakeholders, here systematized by the use of environmental
labeling or information aboutthe environmental effects of products
and processes.
Another internal barrier regards the continuity of environmental
education as a
strategy for building environmental awareness among employees
and external stakeholders.The data collected suggest that training
sessions have not been effective, be it due to: (i) thefailure to
identify training needs for the tasks that cause environmental
damage, or (ii) to
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communicate the importance of environmental policy of the
functions, responsibilities and
consequences regarding the lack of compliance with recommended
procedures [8]. In other
words, it seems that training in environmental management in
enterprises have pursued,
only as a priority, the ISO 14000 certification
[39],[46],[51].
As for the external obstacles to the integration of
environmental management in the
business, the survey found the following: (i) a variety of
environmental regulations indifferent markets served; (ii) the lack
of fiscal or financial incentives, and (iii) low demand formore
"green". In fact, the diversity of environmental regulations in
different countries
creates obstacles of all kinds, for example, a country with lax
environmental laws may make
their market attractive to companies that have lower
environmental responsible behavior
(usually by selling at lower prices) or in the opposite case,
local laws may create non-tariff
barriers to that market. In turn, fiscal or financial incentives
can become elements of
subsidies for exports of green products.
The research confirms that good environmental management
practices can
positively impact on: (i) productivity gains, (ii) better credit
terms to leverage capital fromthird parties, and (iii) satisfaction
of managers, employees and shareholders, either by goodcorporate
image or due to better business results. These effects are
described in the
literature [4];[7];[11];[12];[19];[33].
Finally, in answer to research adviser (do good environmental
management
practices influence export performance?), we observed that there
is some influence, but not
statistically significant when considering only the isolated
effects of good environmental
management practices.
This is plausible: an exporting company coordinates and
harmonizes various
functional efforts guided by strategies consistent with the
proposed objectives. But
considers in its establishment: the perceptions about the
markets served, the desires of
stakeholders in relation to products that cause less
environmental impact, socio-ethical
-
21
factors involved in the entire value chain, in business
communications, and especially the
view a common future. This implies that looking only to the
effects of best environmental
management practices could not explain export business success.
Recalling Demming [23],
the creator of Total Quality Management in [...] a
well-organized system, all components
(functions) work together to support each other. Thus, a
well-oriented and well managed
production system presents the essential conditions to be
successful. It is worth pointing
out that the literature did not find mention of such a holistic
relationship between corporate
environmental management and other corporate functions and
exports, so it is a point to be
considered in future works.
It is worth emphasizing the importance of the implications of
other facts suggested
by the results of the study regarding the effects of good
environmental management
practices in the companies surveyed: good environmental
management practices create
opportunities and enable share gains in international markets,
affect the profitability in the
short and long term, and generate shareholder value.
It should be recognized, however, that the research has
limitations that should be
considered in interpreting any generalizations: (i) the search
was marked by a field study,quantitative, statistical, descriptive,
ex post facto and cross, since it covered the period2005-2007, (ii)
due to the large number of variables that were used and which may
interferewith the interpretation of results; (iii) was based on
respondents' perceptions about eventsin the past, and iv) was based
on a sampling by convenience, not probabilistic one. Another
aspect to be considered, concerns the subjectivism that can be
introduced by the structural
equation modeling methodology, that despite the advantages, it
offers of multiple models
that can be developed from the same data; the final model
depends on how the researcher
interprets the conceptual model, or how robust its theoretical
foundations are.
-
22
It is recommended that further research be performed for all
segments of companies:
large, medium and micro and small that make up the large number
of exporting firms,
adjusting accuracy to the model through replication in
considerable number of estimates.
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