外文翻譯---利益相關(guān)者壓力和價值在環(huán)保物流中的作用

1、<p>　　Pressure and the value of the stakeholders in environmental logistics</p><p>　　The preservation of the environment has become an unavoidable variable in industrial activity.While some firms have a

2、dopted a reactive strategy, limiting themselves to the prevailing legislation, others have chosen more proactive strategies, introducing voluntarily practices focused on reducing their environmental impact. In particular

3、, many of these practices are carried out in the area of logistics, where there is great potential for contributing to the environmental performance of firms (Wu a</p><p>　　environmental logistics practices.

4、 Specifically, this paper analyses the effect of the perceived stakeholder environmental pressure and the environmental awareness of managers and explores the extent to which the interaction between these two variables e

5、xists and is relevant. In this second respect, this paper expressly analyses the extent to which the environmental awareness of managers moderates the relationship between the perceived pressure and the implementation of

6、 environmental logistics p</p><p>　　First,environmental logistics practices </p><p>　　Different authors have pointed out that the environmental proactivity of firms is manifested not only throug

7、h the transformation of their internal activities (product design and production processes) but also through the introduction of new practices in the logistics of supply and distribution that link them to other participa

8、nts (suppliers and customers) in the value chain . A series of environmental practices has been identified or suggested for the management of physical flows that enter and </p><p>　　Transportation is another

9、 aspect of logistics with considerable environmental impact . One of the easiest measures to improve environmental performance in this area consists of prioritizing shipment consolidation in the planning and programming

10、of flows . This allows the capacity of the vehicles used to be maximized and the emission of contaminating gases reduced. Another, more strategic measure,or the hiring of rail transport instead of road transport are some

11、 examples of environmental actions </p><p>　　In the logistics of storage, manipulation and distribution, the aspects related to the packing,packaging and bottling of products are the ones with the most impac

12、t on the natural environment.Thus we must distinguish between primary, secondary and transport packaging (Livingstone and Sparks, 1994). The first refers to the direct packaging of the product, which the consumer uses un

13、til the product is consumed. The second refers to any additional packaging (boxes, bags…)used frequently with promotio</p><p>　　Second，the role of stakeholder pressure and managerial values</p><p&

14、gt;　　In this section we analyze the role of stakeholder pressure and managerial motivation in the implementation of environmental logistics practices. Four research hypotheses are presented.This assumption, which turns o

15、ut to be quite evident for the tactical practices considered in this analysis, has received empirical support for the case of more strategic practices such as the integration of suppliers and customers .It implies that t

16、hose contingencies that stimulate companies to reduce their envir</p><p>　　(One)Stakeholder Environmental Pressure</p><p>　　Stakeholders are individuals and groups which can affect the company’s

17、 performance or who are affected by a firm’s actions (Freeman, 1984). Clarkson (1995) distinguishes between primary stakeholders, those without whose participation and support the organization cannot survive(suppliers, g

18、overnments), and secondary stakeholders, which affect and are affected by the organization but are not engaged in transactions with it and are not essential for its survival(e.g. media, non-governmental organiz</p>

19、<p>　　As regards corporate social responsibility and, in particular, environmental responsibility,stakeholders demand integrity, respect, standards, transparency and accountability . In fact, the environmental com

20、mitment of a firm implies harmonizing environmental performance with stakeholders’ expectations .</p><p>　　There is certain empirical evidence to this respect. Although with some nuances, the results of supp

21、ort the idea that environmental proactivity is associated with higher pressures from organizational stakeholders (e.g. customers, suppliers, employees,shareholders) and community stakeholders (e.g. non-governmental organ

22、izations, social groups),whereas environmental reactivity is associated with higher pressures from regulatory stakeholders (e.g. governments, trade associations) and the media. int</p><p>　　Another justifica

23、tion of the importance of stakeholders as motivators of the environmental strategies of firms is that among the benefits attributed to environmental proactivity there is precisely improvement in the relationship with the

24、 different stakeholders and even the possibility of influencing some of them .</p><p>　　(Two)Managerial Values: Environmental Awareness of Managers</p><p>　　Several papers point out the importan

25、ce of the support and commitment of top management for the development of proactive environmental strategies . Other authors consider that the key question is not simply the existence of top management support for enviro

26、nmental initiatives.Rather, they propose that, depending on the managers’ beliefs, expectations, perceptions and opinions, the company will become inclined to implement a certain set of environmental practices. Thus, the

27、 environmental awarenes</p><p>　　Previous empirical evidence in this respect has not been found in the literature on logistics,although, in the related fields of corporate social responsibility and purchasin

28、g management,Carter and Jennings (2004) found evidence of a positive relationship between the individual values of purchasing employees and purchasing social responsibility. Since one dimension of corporate social respon

29、sibility is environmental commitment, this result is consistent with the idea that the values and beliefs </p><p>　　(Three) Mediating Role of the Perceived Stakeholder Pressure</p><p>　　Some aut

30、hors consider that the implementation of certain environmental practices and strategies depends on whether the management perceives environmental pressure and topics as opportunities or as threats. That is,these works su

31、ggest that the same environmental pressure or problems can be perceived differently and give rise to different responses according to how they are interpreted. In light of these considerations, it makes sense to ask ours

32、elves what variables affect two fundamental question</p><p>　　As refers to the first question, the perception of pressure, it could be thought that the values and beliefs of the management affect the effort

33、made to perceive the opinions and demands of the milieu, i.e., the capability of perceiving signs in environmental matters affecting . In particular, managers who are more environmentally aware will be more open and rece

34、ptive to environmental demands and will be more concerned with sounding out the stakeholders in this sense. They will make a greater ef</p><p>　　(Four) Moderating Role of Managerial Values</p><p&g

35、t;　　As regards the second question, the response given to perceived pressure, it might be thought that the most environmentally aware managers would be more likely to introduce environmental practices in the face of grea

36、ter demand from the milieu. Those least environmentally aware will resist the pressure of the stakeholders, will look for alternatives to distract them and delay any type of environmental changes, or will simply not cons

37、ider these kinds of actions as a priority. </p><p>　　Third， methodology </p><p><b>　　(One)Data</b></p><p>　　The approached population consisted of medium and large Spani

38、sh companies in three industrial sectors: chemical products, electronic and electrical equipment, and furniture and fixtures. The purpose was to choose sectors subjected to different environmental problems and pressures,

39、 and companies large enough to assure that the implementation of the diverse practices considered in the analysis makes sense. All the entries with more than 100 employees in each of the selected industrial sectors were&

40、lt;/p><p>　　After a pre-test on 9 companies, an extensive postal questionnaire covering different aspects of environmental management was addressed to the production and operations manager of each company. In a

41、ll the cases, the questionnaire was preceded by a phone call to identify the appropriate addressee, to announce the sending of the questionnaire and to ask for collaboration.A presentation letter was attached to each que

42、stionnaire and, some days after the mailing, a second phone call was made to all t</p><p>　　(Two) Measures</p><p>　　Environmental Logistics Practices: Each company was asked to score the degree

43、of implementation of each environmental logistics practice included in Figure 1 according to a six-point scale . Only one factor resulted with an eigenvalue greater than 1. The indicators of reliability and validity (fac

44、tor loadings) were appropriate.</p><p>　　Perceived Stakeholder Environmental Pressure: Each manager was asked to score the environmental pressure exerted by the stakeholder groups included from 1 to 6 . Prin

45、cipal components analysis was applied to the 10 items and two factors turned out to have eigenvalues higher than one,together accounting for 57.20% of the variance.All the items except governments and regulatory agents l

46、oad on the first factor. Therefore, factors were labelled as governmental pressure and non-governmental pressure, </p><p>　　Managerial Environmental Awareness: To measure environmental awareness, operations

47、managers were asked to mark their degree of agreement or disagreement with 3 statements on a six-point Likert scale. These statements consisted of assertions about the need for higher voluntary and unselfish implication

48、of companies for the achievement of sustainable development(see Table 3). The 3 items were reduced to a single measure through principal components analysis. Construct validity (factor loadings) an</p><p>　　

49、(Three) Analysis</p><p>　　Company size, measured as hundreds of employees. This variable was included to control the effect of scale economies on the implementation of environmental practices and the advanta

50、ges derived from the superior availability of resources in large companies. Several papers reveal the relevance of this variable in explaining environmental proactivity . </p><p>　　Internationalization, form

51、alized as a binary variable that differentiates firms integrated in international business groups. This variable was included to control the effect of corporate size as well as the effect of knowledge transfer between di

52、fferent divisions and plants. </p><p>　　The industrial sector, which required the introduction of two binary variables distinguishing the chemical and electronic and electrical equipment sectors, respectivel

53、y.</p><p>　　The use of advanced production and operations management (POM). This variable was built through principal components analysis from the degree of implementation rated on a six-point Likert scale o

54、f five advanced production and operations management practices: Total Quality Management, advanced manufacturing technologies, Just-in-Time, information-technology-based integrated management systems such as ERPs, and co

55、llaboration with suppliers . This variable reflects the proactivity of the company’s </p><p>　　Fouth，discussion of results </p><p>　　Incorporates only the control variables. The explanatory powe

56、r (R2) is significant, which suggests that the inclusion of these variables in the analysis is correct. The implementation of advanced POM practices stands out as the variable that positively and significantly affects th

57、e implementation of environmental logistics practices. This supports the idea that environmental management is strongly rooted in the production and operations function and that the proactivity of this function is hence&

58、lt;/p><p>　　Fifth，conclusions </p><p>　　In this work we have empirically studied the role of perceived stakeholder pressure and managers’ environmental awareness in the implementation of environmen

59、tal practices in the management of logistics. The analysis of data provided by medium and large Spanish companies in three industrial sectors has led to three major findings. Firstly, both studied variables play a releva

60、nt role. The results indicate that companies perceive two different sources of environmental pressure: governmental and non</p><p>　　Secondly, the results indicate that the effect of environmental awareness

61、on the implementation of environmental logistics practices is not only direct but is also channelled through its influence on the perception of stakeholder pressure. That is, the same pressures are more intensely perceiv

62、ed by environmentally conscious managers who thus interpret that they are subjected to a greater pressure and this leads them to undertake environmental initiatives not only as a consequence of their ethica</p>&l

63、t;p>　　Thirdly, those companies with environmentally aware managers are not more reactive to perceived environmental pressures than other companies. In other words, although, as commented upon above, these companies pe

64、rceive a greater pressure, they respond to a given level of perceived pressure with the same intensity as the other companies. This reveals that the environmental awareness of managers does not moderate the relationship

65、between perceived environmental stakeholder pressures and the impleme</p><p>　　利益相關(guān)者壓力和價值在環(huán)保物流中的作用</p><p>　　環(huán)境保護(hù)已成為工業(yè)活動中不可避免的變量。雖然一些企業(yè)已采取限制自己的法例的反應(yīng)策略，并選擇其他更積極的策略的做法，重點是減少其對環(huán)境的影響。特別是，許多物流區(qū)進(jìn)行了這些做法

66、，那是企業(yè)為促進(jìn)環(huán)境的表現(xiàn)。一些環(huán)境污染的突發(fā)事件促使企業(yè)發(fā)展積極的環(huán)保措施，因此，在這種情況下，有利于實現(xiàn)物流環(huán)境保護(hù)。</p><p>　　本文旨在回答利益相關(guān)者的壓力和管理的價值觀和信念，在實施這些環(huán)境的物流實踐中所發(fā)揮的作用作出貢獻(xiàn)這個問題。具體來說，本文分析利益相關(guān)者的環(huán)境壓力和管理者的環(huán)境意識的影響；探討這兩個變量之間的相互作用和相關(guān)的程度。在這兩個方面，本論文明確分析在何種程度上，溫和派經(jīng)理人的環(huán)保

67、意識知覺壓力和實施環(huán)保物流的做法和程度之間的關(guān)系，壓力調(diào)節(jié)管理價值觀和執(zhí)行物流環(huán)境之間的關(guān)系。</p><p><b>　　一、綠色物流常規(guī)</b></p><p>　　不同的作者指出，在物流供應(yīng)和分銷企業(yè)的環(huán)保積極性中，不僅表現(xiàn)在通過改造其內(nèi)部活動（產(chǎn)品設(shè)計和生產(chǎn)工藝），而且還通過引進(jìn)新的做法，鏈接其他參與者（供應(yīng)商和客戶）。一系列環(huán)境方面的做法，已確定或建議的物資

68、流動的管理，進(jìn)入和離開一個工業(yè)組織，不僅在文獻(xiàn)中特別專注于物流，也從采購管理的角度關(guān)注。或從更通用的和集成的角度來看供應(yīng)鏈。</p><p>　　在有關(guān)存儲，處理和分配，包裝方面的物流，包裝和產(chǎn)品的裝瓶對自然環(huán)境.最具影響力，我們必須分清產(chǎn)品和運輸包裝之間的區(qū)別（利文斯通和火花，1994年）。首先直接包裝的產(chǎn)品，消費者直接使用，直至產(chǎn)品消費。二是指經(jīng)常使用的或方便購買同一產(chǎn)品的多個單位聯(lián)合任何額外的包裝（盒，袋.

69、..）。運輸包裝是指用于包裝方便移動和存儲的產(chǎn)品（容器，包裝盒，托盤......）。簡單的包裝直接影響消費者購買意愿。在這個意義上的努力通常側(cè)重于減少包裝和使用可回收材料或容器。運輸包裝方面，經(jīng)營成本通常不是決定消費者消費的問題。在這種情況下，所作的努力側(cè)重于更換可重復(fù)使用的容器包裝或促進(jìn)回收包裝。</p><p>　　雖然傳統(tǒng)的物流主要考慮產(chǎn)品的物理流動，但新的物資流動從制造商到消費者，回收和再利用的材料和部件

70、到消費者，這是現(xiàn)在稱為“逆向物流。雖然逆向物流這項活動越來越由獨立運營商開展，其特點是參與系統(tǒng)的開發(fā)和經(jīng)營，回收，再利用和回收的產(chǎn)品。這意味著一個價值鏈的整體意見，并負(fù)責(zé)產(chǎn)品在其整個使用壽命。</p><p>　　二、研究利益相關(guān)者的壓力和管理價值觀的作用</p><p>　　在本節(jié)中，我們分析利益相關(guān)者的壓力，在實施環(huán)保物流的管理動機的作用。四個研究假設(shè)。假設(shè)這些假設(shè)的推理是通過綠色供應(yīng)

71、鏈管理帶來的環(huán)保性能的改善。為更具戰(zhàn)略性的做法，如在供應(yīng)商和客戶的整合的情況下，這這種分析考慮戰(zhàn)術(shù)的做法很明顯，這種假設(shè)已獲得實證支持。這意味著，那些環(huán)境污染突發(fā)事件，能刺激企業(yè)減少對環(huán)境的影響，也可以通過誘導(dǎo)物流環(huán)境。</p><p>　　（一）利益相關(guān)者的環(huán)境壓力</p><p>　　利益相關(guān)者可能會影響公司的業(yè)績的個人和團(tuán)體。主要利益相關(guān)者，沒有他們的參與和支持該組織無法生存（供應(yīng)商

72、，政府），次要利益相關(guān)者，影響和組織的影響，但不從事與交易不其生存必不可少的（如媒體，非政府組織）。</p><p>　　至于企業(yè)的社會責(zé)任，特別是環(huán)境責(zé)任，利益相關(guān)者需要誠信，尊重，標(biāo)準(zhǔn)，透明度和?問責(zé)制。事實上，一個堅定的環(huán)保承諾意味著協(xié)調(diào)與利益相關(guān)者的期望的環(huán)保性能。</p><p>　　有一定的經(jīng)驗這方面的證據(jù)。雖然有一些細(xì)微之處，結(jié)果支持環(huán)境的積極性有較高的壓力，從組織利益相關(guān)者

73、（如客戶，供應(yīng)商，員工，股東）和社區(qū)利益相關(guān)者（如非政府組織，社會團(tuán)體的想法），從更高的監(jiān)管利益相關(guān)者（如政府，行業(yè)協(xié)會）和媒體的壓力有關(guān)。介紹了內(nèi)部的主要利益相關(guān)者（員工，股東和金融機構(gòu)）和外部的主要利益相關(guān)者（客戶和供應(yīng)商）之間的區(qū)別，并指出，只有前一組激勵環(huán)境的積極性。這一結(jié)果被解釋為，研究樣本包括中間產(chǎn)品的生產(chǎn)者和消費者接觸稀缺 在酒店業(yè)的環(huán)保做法的實施響應(yīng)到一個更高的利益相關(guān)者的壓力。包括外部利益相關(guān)者的影響，這是由兩個結(jié)構(gòu)測

74、量作為一個上下文變量：公眾的互動，評估程度上，經(jīng)理向公眾收集和提供環(huán)境信息的意見和環(huán)保法規(guī)的意識，從而評估在多大程度上工廠人員被告知有關(guān)環(huán)境監(jiān)管和評估合規(guī)性。這兩個構(gòu)造環(huán)境的積極性程度上表明了積極的影響。</p><p>　　利益相關(guān)者的企業(yè)環(huán)境戰(zhàn)略的激勵的重要性的另一個理由是，其中的好處歸因于環(huán)境的積極性，恰恰是有改善的關(guān)系，在與不同利益相關(guān)者，甚至可能影響，其中一些利益相關(guān)者。</p><

75、p>　　（二）管理價值觀：經(jīng)理人的環(huán)境意識</p><p>　　數(shù)篇論文指出，高層管理人員支持和承諾實施積極的環(huán)境戰(zhàn)略。其他作者認(rèn)為，關(guān)鍵的問題不是簡單的高層管理人員支持環(huán)境戰(zhàn)略，他們建議，取決于管理者的信念，期望，看法和意見，該公司將成為傾向于實施某一套的環(huán)保措施。因此，經(jīng)理人的環(huán)保意識，可以理解為在何種程度上，他們認(rèn)為必須積極參與行業(yè)實現(xiàn)可持續(xù)發(fā)展，可能會影響物流的環(huán)境行為，環(huán)境方面的做法的實施需要更多

76、的努力。因為，如前所述，在許多情況下，它不僅需要內(nèi)部的努力，而且需要其他代理商合作參與的價值鏈。談判是否成功并不僅僅依賴于組織本身，這些做法的效果往往需要很大的努力。也許正是這些類型的做法，高環(huán)保意識的部分管理是一個決定性的因素。</p><p>　　以前在這方面的經(jīng)驗證據(jù)還沒有被發(fā)現(xiàn)在物流文獻(xiàn)中，雖然在企業(yè)的社會責(zé)任和采購管理的相關(guān)領(lǐng)域，卡特和詹寧斯（2004）發(fā)現(xiàn)購買員工個人價值和積極的關(guān)系采購之間的社會責(zé)任

77、。由于企業(yè)社會責(zé)任的一個方面是對環(huán)保的承諾，這一結(jié)果與組織內(nèi)的人的價值觀和信仰有關(guān)，影響采購的環(huán)保措施的發(fā)展是一致的。</p><p>　?。ㄈ┲X的利益相關(guān)者的壓力的中介作用</p><p>　　一些作家認(rèn)為，在某些環(huán)境的做法和戰(zhàn)略的實施取決于管理是否感知環(huán)境的壓力和機會或威脅的問題。也就是說，這些作品表明，相同的環(huán)境壓力或問題，可以不同的評估，引起不同的反應(yīng)，根據(jù)他們來解釋。鑒于這些

78、考慮，哪些變量影響的兩個基本問題：感知壓力和在回應(yīng)這些看法是有道理的。我們認(rèn)為，管理的信念和價值觀（環(huán)保意識，特別是他們的水平），可以在兩個方面影響環(huán)境管理。</p><p>　　第一個問題感知壓力，可以認(rèn)為，管理的價值觀和信仰的影響感知的環(huán)境的意見和要求，即在環(huán)境問題上的感知影響的跡象的能力作出的努力。有環(huán)保意識的經(jīng)理人，尤其是更加開放和包容的環(huán)境要求，更加試探在這個意義上，利益相關(guān)者的關(guān)注。他們會作出更大的努

79、力，利益相關(guān)者的環(huán)境需求，意味著將被視為更加激烈，同一級別的要求和承受更大的壓力。</p><p>　?。ㄋ模┕芾韮r值觀的調(diào)節(jié)作用</p><p>　　至于第二個問題，評估壓力的反應(yīng)，它可能會被認(rèn)為是最有環(huán)保意識的經(jīng)理，將有可能面對更大的環(huán)境需求，引進(jìn)環(huán)保做法。那些環(huán)保意識，抵制利益相關(guān)者的壓力，將尋找替代品轉(zhuǎn)移他們的注意力和拖延任何類型的環(huán)境變化，或根本不會考慮這些類型作為優(yōu)先行動。&l

80、t;/p><p><b>　　三、方法</b></p><p><b>　?。ㄒ唬?shù)據(jù)</b></p><p>　　接觸人口在三次產(chǎn)業(yè)中的中型和大型公司：化工產(chǎn)品（除制藥公司），電子和電氣設(shè)備，家具及固定裝置組成。其目的是為了選擇行業(yè)受到不同的環(huán)境問題和壓力，足夠大的公司，以確保實施在分析中考慮了不同的做法有意義。在選定的工業(yè)

81、部門每年超過100員工的所有條目中提取50,000西班牙最大公司鄧白氏普查。因此，目標(biāo)人群終于由428公司在化工行業(yè)，其中156，211在電子和電氣設(shè)備行業(yè)，家具行業(yè)61。</p><p>　　廣泛的郵政問卷，涵蓋了環(huán)境管理的不同方面，對9家公司預(yù)測試后，給每家公司的生產(chǎn)和業(yè)務(wù)經(jīng)理。在所有的情況下，問卷之前，通過一個電話，以確定適當(dāng)?shù)氖占?，宣布發(fā)送問卷，并要求collaboration.A演示信被連接到每個問卷

82、郵寄，一些日子后，第二個沒有回答所有的公司電話。此過程共186份有效問卷，占全球的43.38％的回應(yīng)率，符合率分別為40.38％，45.50％和44.26％，化工，電子設(shè)備和家具等行業(yè)，這反過來又產(chǎn)生了。</p><p><b>　?。ǘ┐胧?lt;/b></p><p>　　環(huán)境物流實踐：每家公司都被要求將比分實施到6點量。八項措施減少通過主成分分析的單個規(guī)模。只有一個

83、因素導(dǎo)致的一個特征值大于1?？煽啃灾笜?biāo)和有效性（因子載荷）是適當(dāng)?shù)摹?lt;/p><p>　　利益相關(guān)者的環(huán)境壓力：每個經(jīng)理被要求比分施加從1到6對環(huán)境的壓力。采用主成分分析的10個項目和兩個因素竟然有特征值大于1，占57.20％的變異。除了政府和監(jiān)管代理的所有項目上加載的第一要素。因此，標(biāo)記為政府的壓力和非政府的壓力因素，分別。這一結(jié)果表明，樣品中，這些公司認(rèn)為，從任何非政府的利益相關(guān)者的高壓傾向于感知以及其他非政

84、府利益相關(guān)者的高壓。換句話說，所有的非政府利益相關(guān)者往往被評估作為一個同質(zhì)的群體。</p><p>　　管理的環(huán)境意識：要測量的環(huán)保意識，業(yè)務(wù)經(jīng)理提出，以紀(jì)念他們的36點李克特量表上的發(fā)言協(xié)議或分歧程度。這些陳述包括需要更高自愿和無私的意義，為實現(xiàn)可持續(xù)發(fā)展的公司斷言。這3個項目被減少到一個單一的措施，通過主成分分析。建構(gòu)效度（因素負(fù)荷）和可靠性（克朗巴赫α）是可以接受的。</p><p>

85、;<b>　　(三)分析</b></p><p>　　公司規(guī)模，數(shù)百名員工來衡量。這個變量被列入控制執(zhí)行環(huán)境的做法和取得的優(yōu)異的可用性從大公司的資源優(yōu)勢，規(guī)模經(jīng)濟(jì)的效果。在解釋環(huán)保的積極性，有幾篇論文表明這個變量的相關(guān)性。</p><p>　　國際化，正規(guī)化的國際企業(yè)集團(tuán)集成公司作為一個二進(jìn)制變量區(qū)分。這個變量被列入控制企業(yè)規(guī)模的影響，以及不同部門和植物之間的知識轉(zhuǎn)移

86、的效果。這種轉(zhuǎn)移有利于共同通過新的實踐和最環(huán)保先進(jìn)的子公司的快速模仿。</p><p>　　其中工業(yè)部門，這需要引進(jìn)的化學(xué)，電子和電氣設(shè)備行業(yè)，分別區(qū)分的二元變量。這些變量包括控制產(chǎn)業(yè)之間的行業(yè)集中度分歧的影響，至于環(huán)境的壓力，潛在的環(huán)境破壞問題的看法。</p><p>　　使用先進(jìn)的生產(chǎn)和運營管理（POM）。這個變量通過主成分分析，從6點李克特量表的5個先進(jìn)的生產(chǎn)和經(jīng)營管理的做法額定的執(zhí)

87、行程度：全面質(zhì)量管理，先進(jìn)的制造技術(shù)，只是在時間，信息技術(shù)為主的綜合性建為有效保護(hù)等管理系統(tǒng)，并與供應(yīng)商的合作。這個變量反映了該公司的制造戰(zhàn)略和，在一定程度上的積極性，具有戰(zhàn)略重要性的公司提供了生產(chǎn)和操作功能，這是經(jīng)常負(fù)責(zé)許多由公司實施的環(huán)境實踐。因此，這個變量已被列入控制來自先進(jìn)制造業(yè)的做法，它可以促進(jìn)企業(yè)的環(huán)境改造的實施能力的影響。幾位作者提供的證據(jù)和先進(jìn)制造業(yè)的做法來解釋環(huán)境問題實施的重要性，也有一些證據(jù)表明，在特定情況下的綠色供

88、應(yīng)鏈管理。</p><p><b>　　四、業(yè)績的討論</b></p><p>　　第一個解釋模型只采用控制變量。解釋力（R）是重要的，這表明在分析這些變量納入是正確的。實施先進(jìn)的聚甲醛的做法脫穎而出的變量，積極和顯著影響實施環(huán)保物流的做法。這支持強烈根植于生產(chǎn)和經(jīng)營功能環(huán)境管理的理念和此功能的積極性，因此對物流環(huán)境的做法發(fā)展的決定因素。此外，這一結(jié)果可能表明，聚甲醛

89、的先進(jìn)做法產(chǎn)生某些功能是有用的物流業(yè)面臨的環(huán)境挑戰(zhàn)。雖然其他控制變量不出現(xiàn)顯著，實施先進(jìn)的聚甲醛的做法是在融入國際團(tuán)體和工作中的電氣和電子設(shè)備制造業(yè)的大型企業(yè)更高。因此，實施先進(jìn)的POM做法的意義，可能在一定程度上捕捉公司的規(guī)?；?，國際化或工業(yè)部門的重要性。在表6的第二個模型采用獨立的兩個變量尺寸評估利益相關(guān)者的壓力。</p><p><b>　　五、結(jié)論</b></p>&l

90、t;p>　　在這項工作中，我們已實證研究評估的利益相關(guān)者的壓力和經(jīng)理們的環(huán)保意識，在物流管理中的環(huán)保做法的實施中的作用。在三次產(chǎn)業(yè)中的中型和大型的西班牙公司提供的數(shù)據(jù)分析，導(dǎo)致三大發(fā)現(xiàn)。首先，無論是研究變量發(fā)揮相應(yīng)的作用。結(jié)果表明，企業(yè)認(rèn)為兩個不同來源的環(huán)境壓力：政府和非政府。然而，只有后者是能夠解釋的一個重要的方式實施環(huán)保物流的做法，也許是因為這些做法是主動和自愿和政府的壓力，在遵守監(jiān)管的重點。其他變量的研究，管理人員的環(huán)保意識

91、，也能夠解釋的實施環(huán)保物流實踐的重要組成部分。雖然以前的研究已經(jīng)指出，在解釋企業(yè)的環(huán)境行為的管理價值觀和信仰的重要性，在本文的分析，特別是確認(rèn)邦薩爾和羅斯（2000）呼叫的道德動機“是什么驅(qū)動的環(huán)保承諾，在物流領(lǐng)域的存在。</p><p>　　其次，結(jié)果表明，環(huán)保意識，實施環(huán)保物流實踐的效果，不僅是直接的，但也通過其利益相關(guān)者的壓力感知的影響渠道。也就是說，同樣的壓力，更強烈地評估環(huán)保意識的管理者，從而解釋，他們

92、受到了更大的壓力，這會導(dǎo)致他們采取的環(huán)保措施，不僅作為其道德原則的后果，但也因為他們覺得這是1滿足利益相關(guān)者的好辦法。因此，作為非政府利益相關(guān)者而言，評估的壓力介導(dǎo)的管理者對物流環(huán)境改造的環(huán)保意識的影響。調(diào)解的這種關(guān)系是可能只有一個綠色物流的不同決定因素之間存在的互補性和互動的例子。</p><p>　　第三，具有環(huán)保意識的管理者，這些公司都沒有評估的環(huán)境壓力比其他公司更多的反應(yīng)。換句話說，雖然上述評論的，這些公