Cover image for Competitive environmental strategy : a guide to the changing business landscape
Competitive environmental strategy : a guide to the changing business landscape
Hoffman, Andrew J., 1961-
Personal Author:
Publication Information:
Washington, D.C. : Island Press, [2000]

Physical Description:
xviii, 301 pages : illustrations ; 26 cm

Format :


Call Number
Material Type
Home Location
Item Holds
HD30.255 .H638 2000 Adult Non-Fiction Central Closed Stacks

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Environmental concerns can greatly affect business success, regardless of whether a business person or corporation shares those concerns. Today's corporate managers must understand the power of environmental issues, and shift their mindset from one focused on environmental management to one focused on strategy.Competitive Environmental Strategy examines the effects of environmentalism on corporate management, explaining how and why environmental forces are driving change and how business managers can think about environmental issues in a strategic way. The author discusses: the evolving drivers of corporate environmental strategy, including regulators, shareholders, buyers and suppliers, insurers, investors, and consumers how environmentalism alters basic conceptions of competitive strategy and organizational design how external institutions create both opportunity and limitations for environmental strategy how environmental threats can be incorporated into risk management, capital acquisition, competitive position, and other management concerns The book ends with an overall discussion of competitive environmental strategy and draws connections to the emerging issue of sustainable development. Each chapter features insets that ask fundamental questions about the relationship between environmental protection and business strategy, and ends with a list of additional recommended readings. Every individual who wishes to engage in business management in the 21st century will need an appreciation for the implications of environmental issues on corporate activities, and vice-versa.Competitive Environmental Strategy offers a valuable overview of the subject, and provides a wealth ofreal-world examples that demonstrate the validity and applicability of the concepts for business people, clearly showing how managers are turning an understanding of environmental issues to competitive advantage.

Author Notes

Andrew J. Hoffman is professor of management at Boston University.

Reviews 1

Choice Review

Hoffman (Boston Univ. School of Management) explores the impact of a competitive philosophy embracing international environmental objectives as core issues of an organization's strategic planning. The book's 11 chapters are organized in four sections: "A New Framework for Business Strategy," "Drivers of Environmental Protection in a Changing Business Context," "New Rules of the Game," and "Competitive Environmental Strategy." They illustrate the shift from environmentalism as an issue of social responsibility to its acceptance as a vital component of a company's managerial culture and its economic success. The writing style is scholarly, with extensive citations and real-life case studies that uniquely serve to blend the theory and its application to contemporary corporate environmental activities. An excellent summation and suggested reading list complete each chapter. Two appendixes, "US Environmental Laws" and "Environmental Information Resources," conclude the book. Chapter-end references suffice as a bibliography. See also W. Edward Stead's Management for a Small Planet: Strategic Decision Making and the Environment (CH, Nov'96). Upper-division undergraduate through professional collections. ; University of Cincinnati

Table of Contents

List of Tables, Figures, and Boxesp. xi
Prefacep. xv
Part I. A New Framework for Business Strategyp. 1
Chapter 1. From Environmental Management to Environmental Strategyp. 3
Part II. Drivers of Environmental Protection in a Changing Business Contextp. 27
Chapter 2. Regulatory Driversp. 31
Chapter 3. International Driversp. 52
Chapter 4. Resource Driversp. 70
Chapter 5. Market Driversp. 85
Chapter 6. Social Driversp. 105
Part III. New "Rules of the Game"p. 127
Chapter 7. Altering Strategic Objectivesp. 131
Chapter 8. Strategy Originates within the Organizationp. 160
Chapter 9. The Organization Lies within a Broader Institutional Contextp. 183
Part IV. Competetive Environmental Strategyp. 201
Chapter 10. Environmental Strategy in an Institional Context: Two Sectoral Studiesp. 203
Chapter 11. Environmental Strategy and Sustainable Developmentp. 228
Appendix A. U.S. Environmental Lawsp. 243
Appendix B. Environmental Information Resourcesp. 249
Notesp. 261
About the Authorp. 287
Indexp. 289