The Study of the Environmental Strategies of Enterprises in Taiwan
Date Issued
2007
Date
2007
Author(s)
Peng, Ching-Mann
DOI
zh-TW
Abstract
ABSTRACT
Executive MBA Program in Business Administration
College of Management
National Taiwan University
Name： Ching-Mann Peng Month/Year：January, 2007
Advisor： Chen-En Ko, Ph.D., Chung-Hsing Huang, Ph.D.
Title：The Study of the Environmental Strategies of Enterprises in Taiwan
Under the theory that the relationship between big business and society is viewed as an implicit social contract, an enterprise is not only expected to seek for the earning growth, but also demanded to be more socially responsible. This concept has become a global trend。
Among the many issues of corporate social responsibility, the environmental responsibility on manufacturers is gragually drawing public concern. Increasingly, the business operation and development by enterprises are affected by the rising tide of expectations over green consumption in the global society. Moreover, some regional economic giants, like European Union, take the advantage of such rising tide of expectations to build trade barriers which directly or indirectly affect the market competition in tens of industries. Precedent cases of fulfilling environmental responsibility are made available for reference by many foreign companies. Some of the companies in Taiwan have recently been taking actions, under the goal of substantiality, to understand those expectations and then to embed them in their competitive strategy.
Given the above, this thesis expects to understand, by industrial survey through questionnaires, the actual practice and measures in environment management in Taiwan, and to understand the motives and attitude of enterprises in Taiwan while they implement their environment responsibility and formulate relevant environmental strategies, through the analysis of the selected internal factors and external pressures, and the factors of risk and added corporate values, aimed to conclude the interaction between the environment management and their competitive strategies.
By referring to relevant articles and theses, I structured the questionnaire with industrial practice incorporated therein. The questionnaires were distributed to the targeted 69 companies spreading in about 20 industries. By adopting the descriptive statistics analysis, factor analysis and cluster analysis, the following conclusions are conceived:
1. Among those significant issues of corporate social responsibility（in the questionnaires, referring to those addressed in the OECD Guidelines for Multinational Enterprises）, most of the sample enterprises expressed that “Supply Chain Management” and “Corporate Governance” is more important than “Environment” issue for an enterprise to address immediately with corporate resources.
2. From the cluster analysis on the main external factors selected by the sample enterprises to infer the motives and attitude of enterprises in Taiwan while they implement their environment responsibility and formulate relevant environmental strategies, it’s concluded that most of the sample enterprises are classified as “reactive / risk avoidance” type, while few are “market-driven / proactive” type. By the same process, after analyzing the main internal factors, the sample enterprises classified as “lowering costs and risk” are a little more than the “adding corporate values”-typed enterprises in terms of motives and attitude.
3. The following items refer to the top three industrial practice conducted by a majority of the sample enterprises to fulfill their corporate environmental responsibility: (1) market evaluation of product/service directed by the customers’ demand; (2) enhancement of employees’ quality and relevant training/education in environmental issues; and (3) establishment of internal environment management system and schemes.
4. The “environment costs” that an enterprise would consider are mostly limited to the actual expenditure and regulation-compliance cost.
5. By the factor analysis on the factors of corporate risks that the enterprises would consider while implementing environment management, the sample enterprises are categorized into three different environment strategy types, i.e., “Risk Avoidance”, “Market Leader” and “Proactive”, From the viewpoint of corporate values, the sample enterprises are categorized into four different types, i.e., “Reactive”, “Risk Avoidance”, “Proactive” and “Market Leader”,
6. Most of the sample enterprises opine that fulfillment of environmental responsibility will bring mainly benefits of improvement in manufacturing process and operation flow, and enhancement of cost efficiency. For those whose competitive advantage lies on supply chain management (in particular the electronics-related industries in Taiwan) such benefit will contribute the establishment and management of green supply chain, a competitive advantage in differentiation.
7. The distribution of different environment strategy types among the sample enterprises as affected by the interaction between differentiation strategy and the cost-conscious/environmental risk is shown as the grid of Graph 4-13:
Graph 4-13: Business’s environmental strategy type under the interaction between differentiation strategy and cost-conscious/ environmental risks
Subjects
因素分析
集群分析
環境管理
環保策略
競爭優勢
Factor Analysis
Cluster Analysis
Environment Management
Environmental Strategy
Competitive Advantage
SDGs
Type
other
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