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The article is based on a study of three companies, i.e., Volvo, The Body Shop, and Tarkett, focusing on their development of environmental strategies. Using a drama metaphor, the empirical case indicates in detail how Tarkett has been strategically able to handle increasing environmental demands. The study also demonstrates that Tarkett depends on itself in its relationship with other actors in its organizational field, and that this influences the interplay between the actors. The article concludes that the three studied companies adopted different strategies for managing environmental demands, and that the strategy each used involved a specific sense of “dependency”. The strategies are explained by institutional automorphism, which means that the companies imitate themselves, employing strategies similar to those they have previously used when tackling other changes in their organizational fields.

This article examines innovative approaches to regulating the environmental performance of vehicle body shops, in the state of Victoria, Australia. Based on field research, this provides a useful opportunity to not only identify the limitations of the environmental management practices (including regulatory resistance, a lack of resources and cultural obstacles), but also the failure of conventional regulatory approaches to adequately address and overcome problematic characteristics typical of small and medium sized enterprises (numerous, geographically dispersed, environmentally unsophisticated and, collectively, a substantial source of pollution). Particular focus is given to cleaner production, partnerships and environmental management systems in improving environmental performance. We also consider the potential role of ‘regulatory surrogates’ as an adjunct to a mix of government regulatory initiatives. Copyright © 2002 John Wiley & Sons, Ltd. and ERP Environment.

The management of the supply chain is an important element in attempts by business to lower its environmental impact. The Body Shop International (BSI) has acquired significant experience in this area, starting with the launch of its supplier environmental star-rating scheme in 1992. This paper reports on an interview survey of 20 BSI suppliers regarding the potential for improving the environmental performance of the BSI supply chain. BSI was generally seen as a company with a clear and consistent commitment to the environmental cause and good relationships with its suppliers, both of which are critical facilitators of the process of greening their supply chain. However, some barriers were perceived by the suppliers, including the confidentiality of ideas for improvement that might offer commercial advantage, a perception that increased costs could result and the fact that very few customers other than BSI were really interested in ‘green’ products. The paper concludes with a review of the prospects for BSI working with its suppliers to improve their overall environmental impact. Copyright © 1999 John Wiley & Sons, Ltd and ERP Environment.