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Journal articles on the topic 'Environmental business'

To see the other types of publications on this topic, follow the link: Environmental business.

Author: Grafiati

Published: 4 June 2021

Last updated: 20 February 2023

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1

Redmond, Janice, and Beth Walker. "Environmental Education and Small Business Environmental Activity." Australian Journal of Environmental Education 27, no. 2 (2011): 238–48. http://dx.doi.org/10.1375/ajee.27.2.238.

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Environmental education is seen as a key driver of small business environmental management, yet little is known about the activities small business owner-managers are undertaking to reduce their environmental impact or in what areas they may need education. Therefore, research that can identify environmental management activities being undertaken in small businesses may provide potential targets for education. As intention to behave in a particular way is often predicated on some sort of planning, extending the research questions to ascertain if planning is occurring and its impact on environmental behaviour in small businesses is also seen as critical. The results revealed that, overall, the level of environmental activity in small business was low and that less than a quarter had an environmental plan. In addition, reducing greenhouse gas emissions and purchasing green energy are not areas of engagement for most small businesses and are recommended as potential targets for education.

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2

Walker, Beth, and Janice Redmond. "Changing the Environmental Behaviour of Small Business Owners: The Business Case." Australian Journal of Environmental Education 30, no. 2 (December 2014): 254–68. http://dx.doi.org/10.1017/aee.2015.6.

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AbstractThe importance of the environment is something of a cracked record to many small business owners, as historically any calls to business to change or improve their practices or behaviours were from the ‘environmental’ or ‘green’ perspective, rather than from a business perspective. As a consequence, many small businesses have simply tuned out. This research sought to identify the impact of an education intervention program that encouraged better environmental management practices and provided practical assistance to the businesses. The research was designed to test the effectiveness of the program and record any changes that occurred in the businesses over the duration of the project. To measure changes, it included a pre- and post-intervention survey. Overall, there was an increased awareness in most of the businesses in regard to environmental issues. Participants from many of the businesses also expressed positive changes to both behaviours and attitudes to environmental issues. This demonstrated the value of the program, and also highlighted the challenge to engage small business, even when a business case is apparent, given the cost of implementing this type of intensive and personalised assistance.

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3

Buchholz, Rogene A., and Sandra B. Rosenthal. "Business Ethics/Environmental Ethics." Proceedings of the International Association for Business and Society 7 (1996): 35–47. http://dx.doi.org/10.5840/iabsproc199674.

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4

DesJardins, Joseph. "Business and Environmental Sustainability." Business and Professional Ethics Journal 24, no. 1 (2005): 35–59. http://dx.doi.org/10.5840/bpej2005241/23.

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5

Zsolnai, Laszlo. "Environmental Ethics for Business." Management Research News 19, no. 10 (October 1996): 9–15. http://dx.doi.org/10.1108/eb028495.

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6

Hendry, Jamie R. "Environmental NGOs and Business." Business & Society 42, no. 2 (June 2003): 267–76. http://dx.doi.org/10.1177/0007650303042002005.

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7

Hoffman, W. Michael. "Business and Environmental Ethics." Business Ethics Quarterly 1, no. 2 (April 1991): 169–84. http://dx.doi.org/10.2307/3857261.

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This paper explores some interconnections between the business and environmental ethics movements. The first section argues that business has obligations to protect the environment over and above what is required by environmental law and that it should cooperate and interact with government in establishing environmental regulation. Business must develop and demonstrate environmental moral leadership. The second section exposes the danger of using the rationale of “good ethics is good business” as a basis for such business moral leadership in both the business and environmental ethics movements. The third section cautions against the moral shallowness inherent in the position or in the promotional strategy of ecological homocentrism which claims that society, including business, ought to protect the environment solely because of harm done to human beings and human interests. This paper urges business and environmental ethicists to promote broader and deeper moral perspectives than ones based on mere self-interest or human interest. Otherwise both movements will come up ethically short.

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8

Fairweather, N. Ben. "Business and environmental concern." Environmental Politics 5, no. 1 (March 1996): 151–56. http://dx.doi.org/10.1080/09644019608414257.

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9

James, Peter. "Business environmental performance measurement." Business Strategy and the Environment 3, no. 2 (1994): 59–67. http://dx.doi.org/10.1002/bse.3280030208.

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10

Bouma, J. J., and D. Huisingh. "Business and environmental accountability." Journal of Cleaner Production 2, no. 2 (January 1994): 124. http://dx.doi.org/10.1016/0959-6526(94)90014-0.

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11

Erlygina, E. "Environmental Liability and Environmental Risks of Business." Bulletin of Science and Practice, no. 12 (December 15, 2022): 429–33. http://dx.doi.org/10.33619/2414-2948/85/51.

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The paper considers the environmental liability of business organizations whose environmental activities are not only a legal obligation, but also a liability. Risk management approaches for solving environmental problems are considered, examples of environmental risks are given, key stages of environmental risk management are presented.

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12

Bakanauskienė, Irena, Sonata Staniulienė, and Vytautas Žirgutis. "Strategies of Environmental Management in Lithuanian Business Organizations: In Response to Environmental Stakeholders Context." Management of Organizations: Systematic Research 74 (2015): 7–23. http://dx.doi.org/10.7220/mosr.2335.8750.2015.74.1.

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13

Curtis, Jonathan G., and Jeremiah D. Jackson. "Industry perspective. Environmental business action coalition, representing industry on multimedia environmental business initiatives." Federal Facilities Environmental Journal 11, no. 2 (2000): 129–33. http://dx.doi.org/10.1002/ffej.3330110213.

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14

Redmond, Janice, and Elizabeth Walker. "Environmental Education in Small Business: The Owner-Manager's Perspective." Australian Journal of Environmental Education 25 (2009): 117–28. http://dx.doi.org/10.1017/s0814062600000458.

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AbstractTraditionally, environmental education has been aimed at the community or in primary schools and governmental pressure to reduce environmental damage has focussed on large businesses. More recently, the role and importance of small business and how to engage them in the environmental debate has come under scrutiny. Researchers have identified education as one method of increasing the understanding of small business owner-managers' role and knowledge of practices that, when implemented, will reduce the negative impacts of their businesses. However, there is little attention given in the literature to the perspective of the small business owner-manager and environmental education. This research was conducted to begin to address this gap. Research results confirm that there is limited environmental education for small businesses and that there is a disconnect in meeting the needs of such a disparate group. Six elements were identified by the small business owner-managers in the design of environmental education for them: use of plain language, provision of best practice examples, industry specific information, solutions for immediate improvement, practical content and use of trusted sources to deliver the program.

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15

Magerakis, Efstathios, and Ahsan Habib. "Business strategy and environmental inefficiency." Journal of Cleaner Production 302 (June 2021): 127014. http://dx.doi.org/10.1016/j.jclepro.2021.127014.

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16

Logsdon, Jeanne M. "Environmental Regulation and Small Business." Proceedings of the International Association for Business and Society 5 (1994): 915–26. http://dx.doi.org/10.5840/iabsproc1994578.

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17

Moesono, Juniarti, Camelia Florensia Beoang, Meliani Fitri Salim Prayogo, and Parulian Adinata Samosir. "Business Strategy and Environmental Performance." Jurnal Akuntansi dan Keuangan 23, no. 2 (November 24, 2021): 95–104. http://dx.doi.org/10.9744/jak.23.2.95-104.

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Business strategy choices are very influential in a company’s environmental performance. Companies that choose the cost leadership strategy tend to streamline their expenses which leads to them overlooking the environmental cost. Meanwhile, differentiation strategy encourages companies to accommodate environmental costs to fulfill customers’ demands. Therefore, this research aims to examine the impacts of the strategy choices on environmental performance, which has not been focused on by previous researchers. This research’s samples are public companies that are consistently participating in the PROPER program during the 2012-2017 period. 228 company years fulfill the sample criteria. The data are processed using the GRETL application that is fit for processing the panel data. We apply two proxies to measure each strategy choice. Cost leadership is proxied with EPAS and SPPE while differentiation is measured with SGAS and SCGS. This research’s findings are, firstly, companies that choose the cost leadership strategy have lower environmental performances, and, secondly, companies with differentiation strategy have high environmental performances. However, not all proxies used to measure the cost leadership and differentiation strategies support the impacts of strategy choices on environmental responsibilities performance.

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18

Kitic, Biljana, Milica Kostic Stankovic, Jelena Cvijovic, and Danica Lecic Cvetkovic. "Environmental Aspect of Business Communications." Management - Journal for theory and practice of management 20, no. 1 (March 1, 2015): 69–76. http://dx.doi.org/10.7595/management.fon.2015.0004.

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19

Rosenthal, Sandra B., and Rogene A. Buchhholz. "Bridging Environmental and Business Ethics." Environmental Ethics 20, no. 4 (1998): 393–408. http://dx.doi.org/10.5840/enviroethics19982046.

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20

Marshall, M. E., and David W. Mayer. "Environmental training: It's good business." Business Horizons 35, no. 2 (March 1992): 54–57. http://dx.doi.org/10.1016/s0007-6813(05)80197-1.

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21

BOR, J. M., and J. A. G. BLOM. "Environmental Product Development Becomes Business." Journal of Engineering Design 5, no. 1 (January 1994): 55–63. http://dx.doi.org/10.1080/09544829408907872.

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22

Ross, Helen, and R. W. (Bill) Carter. "The business of environmental management." Australasian Journal of Environmental Management 21, no. 1 (January 2, 2014): 1–4. http://dx.doi.org/10.1080/14486563.2014.901209.

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23

Aldehayyat, Jehad S. "Environmental scanning in business organisations." Management Research Review 38, no. 5 (May 18, 2015): 459–81. http://dx.doi.org/10.1108/mrr-02-2014-0032.

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Purpose – This study aims to analyse the environmental scanning and information sources used by Jordanian firms. Furthermore, the relationship between environmental scanning and organisational characteristics (firm size and industry type), as well as organisational performance, is explored. Design/methodology/approach – The empirical research was coordinated via a survey of 190 Jordanian publicly quoted firms. The results of the survey provided a rich source of data in relation to a variety of practices associated with environmental scanning in these firms. Findings – The findings of this study show that scanning focus was higher for the general environmental sectors than the task environmental sectors. The results also demonstrate that these firms rely more on internal sources of information. Larger firms have more scanning activities, while smaller firms tend to focus on different sources of information. Additionally, some differences in the industry sector in terms of scanning behaviour were identified. This study also supports the literature regarding the positive relationship between environment scanning and organisational performance by providing new empirical evidence from the context of Middle East countries. Originality/value – This paper provides empirical evidence on the nature and the practice of environmental scanning and its value for organisational performance in business firms in a Middle East context. From a theoretical perspective, this study engages in the “convergence versus divergence” debate regarding managers’ scanning behaviour around the world.

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24

Emerson, Tony. "Environmental management and business strategy." Long Range Planning 27, no. 6 (December 1994): 158–59. http://dx.doi.org/10.1016/0024-6301(94)90177-5.

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25

Wilson, T. D. "Environmental scanning and business strategy." International Journal of Information Management 11, no. 2 (June 1991): 172–73. http://dx.doi.org/10.1016/0268-4012(91)90012-2.

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26

Zsolnai, Laszlo. "Environmental ethics for business sustainability." International Journal of Social Economics 38, no. 11 (September 27, 2011): 892–99. http://dx.doi.org/10.1108/03068291111171397.

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27

Mulvaney, Toni P. "Environmental business management: An introduction." Waste Management 13, no. 8 (1993): 617–18. http://dx.doi.org/10.1016/0956-053x(93)90024-q.

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28

van der Tak, Theo. "Environmental business management — An introduction." Journal of Cleaner Production 1, no. 2 (January 1993): 124. http://dx.doi.org/10.1016/0959-6526(93)90052-d.

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29

Parmelee, Mary A. "Water Business Tops Environmental Sector." Journal - American Water Works Association 93, no. 2 (February 2001): 46–47. http://dx.doi.org/10.1002/j.1551-8833.2001.tb09125.x.

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30

Luft, Robert v. D. "Environmental stewardship: It's good business." Environmental Progress 11, no. 4 (November 1992): N2—N3. http://dx.doi.org/10.1002/ep.670110402.

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31

Young, C. William, and Pall M. Rikhardsson. "ENVIRONMENTAL PERFORMANCE INDICATORS FOR BUSINESS." Eco-Management and Auditing 3, no. 3 (November 1996): 113–25. http://dx.doi.org/10.1002/(sici)1099-0925(199611)3:3<113::aid-ema50>3.0.co;2-w.

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32

Ritter, Martin, and Heiner Schanz. "Carsharing Business Models’ Strategizing Mindsets Regarding Environmental Sustainability." Sustainability 13, no. 22 (November 17, 2021): 12700. http://dx.doi.org/10.3390/su132212700.

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Carsharing is seen as one of the most promising business model innovations for transforming the mobility system towards sustainability. Yet, carsharing businesses are faced with similar sustainability paradoxes as business in general; whether a company’s business model is pushed towards sustainability depends on its strategizing mindset. However, few studies have addressed the strategizing mindsets of carsharing providers. The present study addresses this gap with an empirical assessment of (1) the relevance of environmental sustainability in the strategies of carsharing corporations compared to their proclaimed vision and (2) the underlying type of strategizing mindset, i.e., corporate purpose and vision. In using a Sustainability Balanced Scorecard approach in a reversed manner, accompanied by an objective hermeneutic methodology, we reconstructed strategy maps out of two distinct carsharing business models, unveiling for each company its strategic reasoning, its understanding of corporate purpose and its underlying strategizing mindset. The results reveal that none of the carsharing businesses follow a mindset that orients their strategy to a systems-based view and accordingly do not provide solutions to environmental problems. The study not only adds to our understanding of carsharing companies, it also introduces a conceptual framework that allows the investigation of purpose in comparison to vision, revealing a company’s strategizing mindset.

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33

Bahagia, Bahagia, Abdul Karim Halim, Leny Muniroh, Rimun Wibowo, Siti Aisyah, and Mira Nurhati Abi. "Religious and Environmental Values in Ornamental Plants Entrepreneurship." EDUKATIF : JURNAL ILMU PENDIDIKAN 4, no. 2 (January 23, 2022): 1621–29. http://dx.doi.org/10.31004/edukatif.v4i2.1864.

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Environmental damage is still uncontrollable, starting from the extinction of plant species, climate change and plant damage and environmental pollution. Ornamental plant business as a form to respond to environmental damage. The purpose of this study is to find ecological or environmental values and economic values in ornamental plant businesses. The research method used is descriptive qualitative research method. Meanwhile, the respondent selection technique as resource person uses purposive technique. The results of the study indicate that the ornamental plant business is an indicator of the implementation of religious values because humans are ordered to manage nature. At the same time ornamental plant business includes efforts to give alms to others because ornamental plants provide freshness and beauty to those who see the plant. In addition, the ornamental plant business also helps to improve the environment, including producing oxygen, so that behavior is classified as religious teachings. In addition, the ornamental plant business is an alternative to support family life during the COVID-19 pandemic because ornamental plant cultivation does not need to use large areas of land. Ornamental plant businesses can take advantage of home gardens as a form of responding to narrow land but can still realize sustainable agriculture. At the same time helping people who were laid off from work to choose an ornamental plant business.

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34

Wijayanti, Anita, Massila Kamalrudin, Safiah Sidek, and Kartika Hendra Titisari. "A business transformation model to enhance the sustainability of small-sized family businesses." Problems and Perspectives in Management 19, no. 1 (February 26, 2021): 185–97. http://dx.doi.org/10.21511/ppm.19(1).2021.16.

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Business transformation is essential to making the small-sized family business more sustainable. Technological and environmental changes have radically transformed the way of doing business. Business transformation into digital business is the key to success in these conditions. On the other hand, some of the previous studies of business transformation in several countries and industries show different empirical evidence. This study analyzes the transformation process in a small-sized family business. This is a case study of 15 small-sized family businesses with four different types of industry, with an interview and observation period of 12 months in 2019–2020. This study has formulated a business transformation model for a small-sized family business and presented the results of the transformation process carried out. The research results indicate that a business transformation model consists of several attributes and sub-attributes. Business transformation results indicate different processes and times between companies. In general, the transformation process can be grouped into the exploration, learning, and synchronizing stages. The industry with the fastest transformation process is the hospitality industry, while the manufacturing process for the industry takes a bit longer. The results of this study indicate that business transformation has improved the sustainability of a small-sized family business that is characterized by its ability to adapt to changing technology and environmental conditions.

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35

Blakyta, Ganna, Olena Matusova, Halyna Lanovska, and Victor Adamenko. "Integral assessment of business environment security." Problems and Perspectives in Management 15, no. 4 (December 25, 2017): 280–92. http://dx.doi.org/10.21511/ppm.15(4-1).2017.12.

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The methodological approach to the integral assessment of business environment security is developed in the article; the blocks of factors of business environment security are identified and the indices which affect the formation of economic security of entrepreneurship are analyzed. The integral indicator for assessing business environment security is based on 6 indicators, which are the most significant elements of the business environment formation: the availability of basic economic freedoms, the favorable organizational conditions for doing business, the state of political and legal system, the level (quality) of life, resource provision and infrastructure development, innovation development. A comparative analysis of the integral indicator of business environment security of Ukraine with the Baltic countries, Black Sea region countries and the Visegrad Group countries is carried out. The article identifies interdependence between the business environment security and the share of unprofitable enterprises. The functional relationship of the business environment security with the number of bankrupt enterprises and the level of enterprises losses is substantiated as well. The model shows that the increase of environmental security leads to the decrease of a number of bankruptcies exponentially. The negative and positive factors which influence the formation of economic security of entrepreneurship are revealed.

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36

Onyido, Tochukwu Ben C., David Boyd, and Niraj Thurairajah. "Developing SMEs as environmental businesses." Construction Innovation 16, no. 1 (January 4, 2016): 30–45. http://dx.doi.org/10.1108/ci-05-2015-0026.

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Purpose – The purpose of this paper is to establish opportunities for small- and medium-sized enterprises (SMEs) to become environmental businesses. The “Environmental Business” concept refers to a commercial organisation that provides goods and/or services which provide socio-environmental value and which are produced in such a way that the organisation addresses environmental and social problems. Design/methodology/approach – Interviewing and observation were used to conduct a case study of how 30 SMEs prepared for the UK’s Green Deal programme in the West Midlands County, UK. In total, 20 interviews were conducted and 23 field notes were recorded. Based on the literature review, the research enquiry into practice, and the philosophical approach of pragmatism adopted by the research, a “Three Ps” (profit, process and product) analytical framework was established with which to operationalise the environmental business. Findings – The research identifies tactical opportunities that assist SMEs to function as environmental businesses whilst maintaining the traditional focus on economic performance. It also shows the benefits and challenges involved. Research limitations/implications – The research focused on a case study related to specific sectors (building and energy) within a specific UK region (West Midlands), which limits the generalisability of the results. Practical implications – The research highlights practical opportunities for SMEs to address existing environmental and social problems through their products and processes and prevent new problems arising due to their operations. Originality/value – This research represents an initial step in developing a pragmatic implementation model by which SMEs can overcome barriers to being environmental businesses whilst maximising business advantages.

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37

Roos, Gina. "Environmental economics in the chemical processes industry." Water Science and Technology 39, no. 10-11 (May 1, 1999): 25–30. http://dx.doi.org/10.2166/wst.1999.0626.

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Business is increasingly being held accountable for the social and environmental implications of its activities. Managing these diverse interactions can be very complex. Environmental economics is an approach to reconciling financial objectives with social responsibilities. It describes techniques for capturing a monetary value for the environment and therefore, a monetary value for impacts on the environment. In this way, environmental considerations are brought into perspective for business. Another tool that is used for integrating environmental considerations in business decisions is multi-criteria assessment. The difference between these two tools is illustrated when business makes the transition from a qualitative approach (considering environmental impacts) to a quantitative one (financially accounting for environmental impacts). Policy-makers concerned with the management of natural resources are increasingly causing businesses to make this transition through the use of economic instruments. This paper discusses how environmental economics can be used to bridge the traditional separation of economic and environmental considerations. Reference is made to international experience in the chemical processing industry.

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38

Durmaz, Yakup, and Hatice Vildan Yaşar. "Green Marketing and Benefits to Business." Business and Management Studies 2, no. 2 (May 23, 2016): 64. http://dx.doi.org/10.11114/bms.v2i2.1624.

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Nowadays, businesses are aware that they cannot carry on without being aware of environmental problems. Businesses have to take environmental aspects of all activities in their business strategies and long-term plans. Those environmental activities and green marketing are started to be taken into consideration by so many businesses. In this study, green marketing is examined.

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39

Yaacob, Mohd Rafi, and Nur Faizah Mat Zain. "Environmental Awareness and Perception on Environmental Management of Entrepreneurs in Batik Industry in Kelantan, Malaysia." Journal of Tropical Resources and Sustainable Science (JTRSS) 4, no. 1 (August 8, 2021): 54–60. http://dx.doi.org/10.47253/jtrss.v4i1.574.

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Small businesses form a backbone of economy in developed countries as well as indeveloping countries. However, at the same time, small businesses significantlycontributed to environmental degradations because they are preoccupied with matterspertaining to business as well their limitation in resources to look after the environment.In Malaysia, batik industry is one of handicraft products that contributed significant tothe country economy, but the industry has poor environmental record. Yet untilrecently, not many researchers in Malaysia conducted in research pertaining toenvironmental awareness and perception of SMEs entrepreneurs on environmentalissues exacerbated by their businesses. This paper examines entrepreneurs awarenessand perceptions of environmental issues. This study utilized in-depth interviews withthree entrepreneurs in the industry in Kelantan. The results of the study found that notall batik entrepreneurs knowledgeable about batik industry effects on the naturalenvironment. However, all of them had a positive perception about green business andthey agreed that environmental regulations are very important to batik firms. They alsoagreed that the government needs to monitor and tighten up the existing environmentallaws for greener environment in the industry.

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40

Bowles, Leonie, and Lisa Ruhanen. "Disseminating environmental ethics and values: a study of ecotourism business owners." Tourism Review 73, no. 2 (May 14, 2018): 252–61. http://dx.doi.org/10.1108/tr-08-2017-0136.

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Purpose Establishing a shared understanding of the environment and sustainable development between stakeholders should be fundamental to the raison d'être of ecotourism businesses. Indeed, many will begin ecotourism businesses with the objective of sharing their own personal environmental ethics and values with their customers through the tourism experience. Yet it is not always the business owner that interacts with the customer, the organisations’ employees will also interact with the guest and are thus responsible for communicating the environmental ethics and values that underpin the business. The purpose of this paper is to explore how ecotourism business owners ensure that their employees convey their environmental ethics and values to their customers. So how do ecotourism business owners ensure that employees convey their environmental ethics and values to their customers? Design/methodology/approach This paper reports on the findings of interviews with 18 eco-tourism business owners in Australia who sought to examine their strategies for disseminating environmental ethics and values with the organisation’s employees. Findings It was found that strategic recruitment to attract like-minded employees was important which was reinforced through education, training and mentoring to develop an organisational culture underpinned by shared values and responsibility. Originality/value This study has contributed to the growing body of literature focused on the supply side of ecotourism businesses. It has addressed a gap in our understanding by specifically investigating the strategies that ecotourism business owners adopt to disseminate their personal environmental ethics and values to their employees.

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41

Trukhanov, Dmitry, and Gennadiy Pryakhin. "Business success of an environmental organization." E3S Web of Conferences 258 (2021): 06015. http://dx.doi.org/10.1051/e3sconf/202125806015.

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The article explores new approaches to assessing and determining the business success of the subject of economic activity. time factor. It should be noted that Russian and foreign authors characterize the concept of business success and methods of its evaluation in different ways, on the basis of which we have adopted an attempt to consciousness of a completely new approach to this issue. The paper provides examples based on the financial statements of the two major organizations in Chelyabinsk, showing the parallel between our theoretical assumptions based on economic and mathematical methods and existing factors of the internal and external environment. The authors note that this article was prepared in connection with the weak development of researchers earlier on this issue from the position of economic and mathematical methods and existing theories of other exact sciences. For example, the study of organizations using bifurcation theory is almost entirely absent in modern literature and scientific publications. This work will clarify the definition of business success and explore new approaches to its assessment

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42

Husted, Bryan W. "Environmental Regulation and Business in Mexico." Proceedings of the International Association for Business and Society 5 (1994): 981–92. http://dx.doi.org/10.5840/iabsproc1994582.

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43

Ganeshan, Swati. "Business Interests and the Environmental Crisis." Journal of Resources, Energy and Development 13, no. 1-2 (April 9, 2018): 63–64. http://dx.doi.org/10.3233/red-131206.

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44

Mamedova, Natalia M., Zoya V. Bezveselnaya, Marina I. Ivleva, and Vera Komarova. "Environmental management for sustainable business development." Entrepreneurship and Sustainability Issues 9, no. 3 (March 30, 2022): 134–51. http://dx.doi.org/10.9770/jesi.2022.9.3(9).

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45

Gursoy, Mustafa. "BUSINESS ORGANIZATIONAL RESPONSE TO ENVIRONMENTAL ISSUES." International Journal of Ecosystems and Ecology Science (IJEES) 12, no. 1 (January 28, 2022): 237–44. http://dx.doi.org/10.31407/ijees12.128.

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46

Thorne, Debbie M. "Environmental Ethics in International Business Education." Journal of Teaching in International Business 5, no. 1-2 (June 13, 1994): 109–22. http://dx.doi.org/10.1300/j066v05n01_08.

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47

Patterson, John, and Glenys Patterson. "Environmental Ethics in International Business Curricula:." Journal of Teaching in International Business 5, no. 1-2 (June 13, 1994): 123–40. http://dx.doi.org/10.1300/j066v05n01_09.

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Mintu, Alma T., Héctor R. Lozada, and Michael J. Polonsky. "Environmental Consciousness and the Business Curricula:." Journal of Teaching in International Business 5, no. 1-2 (June 13, 1994): xv—xviii. http://dx.doi.org/10.1300/j066v05n01_a.

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Morgenstern, Richard, and Stuart Sessions. "Weighing Environmental Risks: Epa's Unfinished Business." Environment: Science and Policy for Sustainable Development 30, no. 6 (August 1988): 14–39. http://dx.doi.org/10.1080/00139157.1988.9930888.

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Andrews, Clinton J. "Environmental business strategy: Corporate leaders’ perceptions." Society & Natural Resources 11, no. 5 (July 1998): 531–40. http://dx.doi.org/10.1080/08941929809381099.

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