Posted at 10.16.2018
KEY WORDS AND PASSAGES
been acclaimed worldwide both by scholars and experts. Books classifies these initiatives as air pollution prevention assignments (PPPs) that, compared to pollution control assignments, get on activities and systems that change the structure of manufacturing techniques or products through the adoption of environmentally friendly resources
While these studies have provided sizeable insights into our knowledge of the great things about the discussion between environmental management (EM) and functions management (OM), hardly any attention has been specialized in the underlying contextual factors that possibly impact such interaction and characterize it. The present analysis explores the EM-OM marriage by focusing on how environmental and production practices are integrated together. To extensively capture the complexity of this sensation, we build on the construct of integration between EM and OM decision areas. Specifically, EM-OM integration is examined by sketching on the contingency strategy within the job management literature
The project level of analysis allows us to take up a micro method of decision-making processes encompassing environmental and functions actions and tactics. Our results highlight that job characteristics, namely uncertainty and complexity, influence the amount to which EM and OM are applied in an included manner within the plant
Several writers advocate that EM has to be integrated and could take advantage of the joint implementation with OM suggests that successful plants utilizing a continuing improvement procedure and creating a flexible and skilled labor force show a proactive environmental attitude towards production processes and external logistics
Advanced making techniques, thus, create organizational routines that help the implementation of environmental practices
Overall, scholars agree that the joint implementation of environmental procedures and manufacturing procedures leads plants to ultimately improve their performance
Our literature review implies that a gap exists in investigating under which conditions and also to what degree EM and OM are integrated within PPPs. Given having less prior empirical works and our limited knowledge of the relationships involving the key constructs, an in depth-qualitative exploration with an explorative mother nature is regarded as an enough approach
A qualitative research method with a theory-building way is appropriate when exploration is needed to develop theoretical and managerial insights in to the researched issue
Data were gathered on six PPPs within plant life of equivalent sizes, with similar techniques, and with a solid determination to both world-class manufacturing and environmental management. In order to control for location-based results, we further narrowed our sample to the plants found in the same region
For example, developing technicians often blurred environmental aspects with developing practices and, similarly, environmental managers lacked specificity when discussing some manufacturing tactics. The overall result of the coding activity affirmed the two sizes root EM-OM integration: cross-functional collaboration (hereafter, cooperation) and cross-functional interaction (hereafter, interaction)
Consistent with the explorative dynamics of our analysis, we let qualitative data guide us in the recognition of the most important contextual factors from the integration between EM and OM in the analyzed PPPs. Our evaluation of interviews and anecdotes, the information of assignments, and documentation allowed us to recognize uncertainty and difficulty as the most relevant contextual factors.
our results show that scientific and information complexities will be the most relevant. To assist in cross-case examination, we categorized our six circumstance studies according to the categories of doubt and complexity
Our cross-case evaluation shows how different examples of uncertainty and intricacy are related to different levels of EM-OM integration
The planning and execution phases of project execution were characterized by minimum interdependencies and easily separated resources and tasks among jobs. Most responsibilities were made to be self-employed, thus allowing for separate execution by members of every function, according to their area of expertise. When interdependencies performed exist, low doubt and low difficulty permitted time-based control mechanisms (such as Gantt program) and communication about targets allowed associates adequately package with such interdependencies
Overall, our case studies also show that, in a framework of low doubt and intricacy, knowledge, and responsibilities and their interdependencies are observable, accessible, and well defined, which is indicative of a minimal degree of EM-OM integration. Whereas in a context of mixed degrees of uncertainty and complexity (low uncertainty-high complexity or high uncertainty-low complexness), medium level of EM-OM integration is witnessed. Finally, a framework of high doubt and complexness is seen as a a need for frequent alterations and changes, a distributed commitment toward growing issues and an limitless information exchange, which is associated with a higher degree of EM-OM integration. Based on these insights, it follows that:
Proposition 1. The amount of EM-OM integration is positively associated with project doubt and complexity
A final structure arose from the exploration of the relative effects of doubt and intricacy on EM-OM integration in the cases of mixed degrees of uncertainty and complexness (low uncertaintyhigh difficulty or high uncertainty-low complexness)
Proposition 2. Blended levels of project uncertainty and difficulty are associated with (a) a minimal level of EM-OM integration in the look stage and (b) a higher level of EM-OM integration in the execution phase.
Project management plays a key business role in many domains, specifically in environmental management where it can help environmental strategies to be operationalized and translated into concrete initiatives of pollution abatement. PPPs have obtained little attention in extant books, although they are the most common kind of environmental projects
Our evaluation of different kinds of environmental assignments captures how project management supports the greening procedure for manufacturing vegetation and extends our knowledge of PPPs in the operations management literature. Linking the evaluation of these assignments to the contingency methodology, we develop two propositions offering three core theoretical contributions
First, we focus on how EM and OM are intertwined utilizing the build of integration. The usage of EM-OM integration offers an interesting point of view with which to research the widely dealt with and central problem of the release of environmental procedures in functions management
The exploration of EM-OM integration allows us to catch the "black field" of how problems and alternatives are dealt by EM and OM decision areas in the framework of PPPs. The examination of the energetic process of cooperation and conversation through information flows, inside knowledge, communication channels and goals alignment offers some valuable insights into how environmental issues are built-into manufacturing processes. All in all, our study offers a micro-level research of how environmental management is really implemented within plant life, how it gets into into daily decision-making functions and the way the interface between members from functional and environmental decision areas works.
Second, we find that higher doubt and intricacy are associated with higher EM-OM integration in PPPs. Our results emerging from this fine-grained exploration of doubt and intricacy of PPPs have implications for research on both the contingency procedure in businesses management and the contingent resource-based view. Specifically, we suggest that, in addition to plant characteristics and other organizational factors affecting the implementation of environmental strategies, it is important to consider the doubt and intricacy associated with assignments able to enact environmental strategies, i. e. the characteristics of pollution prevention projects
by providing a preliminary investigation about how the dynamic capability of EM-OM integration evolves in response to shifts on two contextual factors (i. e. , doubt and complexity) to be able to control the jointly implementation of environmental and developing practices.
Finally, the partnership between the contextual factors and EM-OM integration contributes to the literature on organizational interdependencies, specifically those due to the necessity to predict agencies' behaviors, that happen to be also known as epistemic interdependencies (Puranam et al. , 2012). Puranam et al. (2012) assert that epistemic interdependencies exist when "the perfect action of every agent will depend on a prediction of the particular other agent will do"
. When either doubt or complexity rises, the necessity for EM and OM realtors' capability to predict each other's habit increases. In other words, the involved providers (e. g. , managers and members of every decision area) need to know the way the other party will react in situations characterized by limited predictive knowledge, i. e. , their capacity to foresee all possible contingencies
We claim that the uncertainty and complexness of PPPs, by restricting the predictive understanding of EM or OM agencies, require higher EM-OM integration to enhance the ability of the agents to predict each other's behavior and change their actions accordingly. You can expect new evidence of the lifestyle of epistemic interdependencies in the framework of environmental initiatives. This heightens our knowledge of the underlying antecedents of intra-organizational integration.
Our study also offers important implications for practitioners. First, our review highlights that procedures professionals willing to incorporate environmental management in processing processes shouldn't only allocate resources to environmental projects and methods, they should also focus on the cooperation and relationship of environmental and making decision areas.
Second, EM-OM integration includes different infrastructural operating decisions related to planning and control systems, labor force management systems, and company. Together with structural operating decisions, they characterize PPPs.
In lines with this facts, claim that environmental projects affecting changes in general management systems tend to be more profitable than those that entail only a structural transformation. These findings focus on that the "soft" aspect of environmental tasks should not be neglected but satisfactory attention should be specialized in align these organizational mechanisms to the structural area of the projects. We claim that in contexts seen as a high uncertainty and/or high complexity, a higher integration between EM and OM decision areas may assist in a conscious appreciation of the connection between structural and infrastructural decisions thus helping managers to avoid sub-optimal decisions
Third, constant with the contingency methodology, which provides the conceptual origins of our study, we suggest that managers should effectively assess the contextual factors of the PPPs in order to understand all variables at stake and implement the correct integration strategy. Managers of plant life that take on PPPs should become aware of the partnership that links task uncertainty and complexity with EM-OM integration. As doubt and complexity increase, EM and OM managers should drop coordination mechanisms that better fit low doubt and low complexness and promote a broadly share of tasks, use inter-functional clubs, facilitate knowledge sharing, and extensively converse project's goals.
In this paper, we assess the contextual variables of PPPs that are associated with the integration between EM-OM decision areas. Our case studies focus on different kinds of PPPs and give a range of types of how environmental strategies are operationalized at the place level. We article that environmental decisions and actions are applied with processing ones based on collaboration and relationship, i. e. , integration, between the two decision areas. However, EM-OM integration is context-dependent, as it is associated with the level of doubt and complexness that information management, structural and scientific changes, and development in environmental context may involve.