Influence of Corporate Culture on Environmental Management Performance: An Empirical Study of Japanese Firms

Masaki Sugita and Takuya Takahashi

Corporate Social Responsibility and Environmental Management, 2015, vol. 22, issue 3, 182-192

Abstract: This paper investigates the relationships between the scores of 109 Japanese corporations found in the NIKKEI environmental management ranking survey and the corporate culture of each firm. Corporate culture is measured with the instrument developed by Cameron and Quinn (2006). The instrument measures corporate culture in terms of four categories: clan culture, adhocracy culture, hierarchy culture, and market culture. The results indicate that adhocracy culture has statistically significant positive relationships with the management system, product development, and climate change mitigation aspects of environmental management or sustainability management. Excessive hierarchy culture has a negative relationship with the overall score of environmental management. An appropriate combination of hierarchy culture and adhocracy culture enhances the overall score. Copyright © 2013 John Wiley & Sons, Ltd and ERP Environment

Date: 2015
References: View references in EconPapers View complete reference list from CitEc
Citations: View citations in EconPapers (17)

Downloads: (external link)
https://doi.org/10.1002/csr.1346

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:wly:corsem:v:22:y:2015:i:3:p:182-192

Access Statistics for this article

More articles in Corporate Social Responsibility and Environmental Management from John Wiley & Sons
Bibliographic data for series maintained by Wiley Content Delivery ().