1、 1 外文翻译 Managing the Environmental Change Process: Barriers and Opportunities Material Source: Journal of Organizational Change Management, Vol. 7 Iss: 4, pp.64 - 81 ， 1994 Author: James E. Post and Barbara W. Introduction Business organizations, large and small, are wrestling with the pressures of
2、environmental performance (Kolluru, 1993). Changes in business operations have been occurring throughout the modern environmental era, but incremental adjustments are no longer sufficient; whole new ways of manufacturing and managing natural resources are emerging to accommodate environmental requir
3、ements. Conceptualizing organizational purpose in terms of sustainable economic and environmental performance signals a major shift in thinking about the impact and significance of ecological factors. What were once viewed as by-products of industrial progress are now seen as societal problems (and
4、global problems at that) so profound as to warrant industrial restructuring if that is required to solve the environmental problem. In the face of such trends, companies, their employees, and especially their managers, are faced with the enormous practical and conceptual challenge of transforming to
5、days organizations into economically and environmentally sustainable enterprises. This article addresses that challenge and discusses the various barriers to change that have been identified in the companies we have studied. These barriers are analysed with a view to defining more precisely and cate
6、gorizing the nature of the challenges involved, and discussing the practical actions necessary to overcome those barriers. 1 The Drivers of Change 2 The importance of environmental matters is reinforced by the multitude of signals that send the message to business.Three distinct forms of environment
7、alism appeared between the 1970s and the 1990s, each emphasizing a different mixture of legal,market,and value-based or ethical considerations.Compliance-based environmentalism. Hundreds of statutes, administrative regulations and court decisions have reinforced a central public policy message of so
8、cietal concern for the environment. The United States, Germany, The Financial support for this research has been received from the Alfred P. Sloan Foundation. Journal of Organizational Change Additional support was provided by the National Wildlife Federation/Corporate Conservation Netherlands, Fran
9、ce and Great Britain have created extensive legal systems to Managing the enforce environmental performance goals. Japan has shown substantial resolve Environmental to address air, water and solid waste problems through laws, regulations and Change Process informal mechanisms of persuasion and influ
10、ence. Regional agreements such as the European Unions environmental directive, and the US-Canadian acid rain and Great Lakes agreements, reflect the recognition that pollution respects no national boundaries. Most importantly, national governments have achieved unparalleled levels of co-operation in
11、 creating global arrangements to halt the production of ozone-depleting chlorofluorocarbons (CFCs) (Benedick, 1991; Getz, 1993) which threaten the entire planetary life support system. In the wake of the 1992 UNCED meetings in Rio de Janeiro, international agreements have expanded technology transfe
12、r and development assistance to achieve global environmental goals. Three messages have emerged from the legal and regulatory compliance arena: (1) national governments must be aggressive in addressing their own pollution control needs; (2) regional and global co-operative arrangements must be devel
13、oped to address trans-border pollution problems; and (3) policies that legitimize environmental externalities should be discouraged, while regulation and taxation should be used to discourage ecologically harmful behaviours and promote ecologically benign alternatives. Market-driven environmentalism
14、. A great discovery of the 1980s was the power of market incentives to induce and encourage behaviours that are ecologically beneficial. Beginning with the opening of an office of pollution prevention within the Environmental Protection Agency, governmental programmes in the USA sought to find alter
15、natives to costly regulatory standard setting and experiments with “carrots” not “sticks” were launched. The efforts of 3 several leading companies Minnesota Mining and Manufacturing (3M) being the most notable to achieve cost savings through pollution prevention were highlighted. The message was dr
16、amatic: 3Ms Pollution Prevention Pays programme was said to have saved $500 million in ten years. To a business community eager to improve efficiency, productivity and the bottom line, pollution prevention warranted a close look. What observers found at companies like 3M were highly-motivated people
17、 searching for answers to pollution problems of importance to their company and their community. The “carrots” of cost savings and environmental improvement were yielding innovations that no regulatory bureaucrats had been able to command or control effectively. Coupled with pressure to comply with
18、state, local and federal regulations that were increasingly onerous and expensive, companies such as Polaroid, Dow Chemical, and Du Pont began redesigning manufacturing processes to reduce toxics, lower costs, improve products and enhance efficiency (Buchholz et al., 1992). 2 In an era of rising JOC
19、M managerial commitment to total quality management (TQM), improvements in 7,4 environmental quality drew interest because costs could be reduced and productivity enhanced. A new acronym, TQEM, or Total Quality Environmental Management, was born. So appealing was the approach, that a 1992 Presidenti
20、al Commission on Environmental Quality (PCEQ) made the environmental performance improvements through TQM a top research 66 priority (Post and Altman, 1993; Presidents Commission on Environmental Quality, 1993). Finally, giant retailers such as Wal-Mart in the United States and Loblaws in Canada use
21、d “green marketing” to persuade consumers to patronize their stores. By offering environmentally-friendly lines of products, the retailers showed it was possible to improve revenues as well as reduce costs. By 1990, former President Ronald Reagans “magic of the marketplace” was flourishing in the en
22、vironmental arena.Value-driven environmentalism. Marketing experts discovered that consumers were willing to act on their environmental values and vote with their dollars. Sales of environmentally-friendly goods rose sharply, and such “green” vendors as Seventh Generation, Patagonia, and Smith and H
23、awkins prospered.Politicians also 4 discovered the ability of environmental issues to stimulate voter support or hostility. Media attention grew as city newspapers named environmental reporters and editors; some carried regular environmental features. The electronic medias interest also responded to
24、, and highlighted, environmental concerns and fears. Pollution could be visually interesting; environmental protests and innovative programmes to protect wildlife or natural resources also made interesting television stories. The perceived risks of industrial activities grew as accidents, explosions
25、, oil spills and fish kills were widely reported. Plant siting became more difficult to achieve, operating permits more difficult to acquire or renew, and communities more vigorous in their opposition to environmental risks. The “NIMBY” (not in my backyard) syndrome became part of the public vocabul
26、ary. Syndr The promise of jobs could not overcome community concerns that future generations would bear the price of health consequences too terrible to justify the risk. A new social principle was directly affecting the ability of electric utilities and the chemical, petroleum, steel, pulp and pape
27、r industries to operate: communities would no longer accept major environmental damage as the price for economic opportunity. Jobs and a safe environment would have to be achieved at the same time. Unable to relocate to new communities, these industries have been forced into the role of path-breaker
28、s in finding ways to harmonize economic activity and environmental protection in order to serve future generations as well as todays population. This principle has become known as sustainable development. How can industrial alliances and technology-sharing arrangements be leveraged to enhance corpor
29、ate environmental performance? The organizational literature is moving in the direction of more networked organizations and the use of collaborative partnerships in arenas not previously seen. As seen in the companies discussed above, the chemical firm leveraged involvement in the CMA (trade organiz
30、ation) for public policy purposes; the electric utility leveraged research from the Edison Electric Institute for technology improvement; and the hotel leveraged its involvement in industry trade and tourism associations to enhance its identity as a “green hotel”. The EPA has created national networ
31、ks for sharing technical information in areas such as electric lighting technology-sharing JOCM equipment, and encouraged information sharing across its other 7,4 partnerships as well. Global networks, such as the Global Environmental Management Initiative (GEMI) are also evolving. It is important t
32、o know how these alliances can be used to improve environmental management. 5 Conclusion 80 Organizational change agents encounter significant barriers in trying to implement environmental management programmes. Yet the combined effects of legal and regulatory pressures, market and non-market incent
33、ives, and growing public support of environmental goals encourage continuing efforts to improve environmental performance.Overcoming barriers to change is a managerial imperative in the struggle to create economically- and environmentally-sustainable organizations.Companies confront both industry-sp
34、ecific and organizational barriers in managing the environmental change process. When such barriers are present, individually or in combination, they can impede a companys environmental progress. When organizational barriers are low, even in the midst of high industry barriers, progress is achievabl
35、e. Conversely, when organizational barriers are high and industry barriers low, the change process will be slow. Modern managers strive to create an organization that is ready to deal with change, whatever the industry-specific barriers and challenges. It is a source of competitive strength and it c
36、an facilitate environmental improvements. The strong forces driving organizations to environmentally sustainable practice in the 1990s are not likely to subside. The presence of sophisticated change agents within companies will enable those organizations to learn faster, respond more quickly and con
37、fidently, and achieve “the innovators advantage”. In this, people win, companies win and the environment wins. 译文 环境变化的管理过程 :壁垒和机遇 资料来源： 组织变革管理第七卷，第四章， 1994 年出版 作者： James E. Post 和 Barbara W. 引言 各 种 大 小 型 公 司 和 机 构 正 在 努 力 解 决 环 境 现 状 带 来 的 压 力（ Kolluru,1993)。当今环境的变化正在迫使企业在经营运作中改变 ,而增量环6 境措施不再有意义。为了
38、适应环保要求，必须产生全新生产和新兴自然资源的经营。环境保护组织正在为成就一个具有重大冲击力的生态概念的改变和标志性意义环境策略的目的而奋进。过去工业污染的副作用现在被看作是一种社会问题 (和全球问题 )为了去解决环境问题。 ,工业产业结构的调整势在必行。 面对这样的现实趋势 ,公司的员工们 ,尤其是上层主管，正面临着是否转变成经济环境为一体的可持续发展企业这样巨大的挑战。本文论述了各行业中经过验证的贸易壁垒挑战并对这些障碍进行了分析 ,以确定其性质并对这些壁垒进行分类。再者，本文还探讨了解决这些壁垒的有效对策。 1 变化的驱动力 环境问题存在的重要性促使更多商业讯息的传递 ,。 20 世纪
39、70 年代末至 20世纪 90 年代 , 环保信息以三种不同的形式出现，其中都集合了法律，市场及价值和职业道德因素。 .基础设施拨付更多资金，愈 来愈多的法律、行政法规和法院判决结果证明加强中央公共政策信息社会对环境的关心。美国、德国的资金支持此项阿尔弗雷德 .斯隆的研究。 荷兰、法国和英国制定了广泛的法律制度执行环保管理绩效目标。日本已经提出实质性的法律法规来解决环境来解决空气、水和固体垃圾问题的。另一方面，其通过非正式机制的劝说变化过程和影响。区域性协议 ,如欧盟环境指令 ,US-Canadian 酸雨和大湖协议 ,反映出识别污染方面没有国界。更为重要的是 ,国家政府的合作取得了空前的水平
40、，全球安排生产耗尽臭氧停止氯氟碳化合物 (含氯氟烃 )(Benedick,1991 年成立 ;Getz,1993)危及整个行星生命维持器。早在 1992 年，巴西里约热内卢 , UNCED 会议扩大了的国际协议的技术转让和发展援助，为实现全球环境的目标统一起来。 2 3M 法规 三个符合法规的信息已经出现在舞台上的法律和 :(1)国家的政府都必须有在解决本国污染控制的需求进取心 ;(2)各地区必须和全球合作安排相一致并且致力于开发跨国界污染问题 ;(3)政策合法化外部环境已经稳妥 ,但监管和税务应该被用来阻止有害行为 ,以促进生态生态良性的选择。以市场为导向的生态研究将取得更多资金， 20 世
41、纪 80 年代的一 项重大发现以市场的力量诱发和激励性行为 ,是对生态有益的。美国政府计划从环境保护当局的防治污染办公室开始， ,寻找能够替代昂贵的监督管理标的鉴定措施并启动了严格的标准。 几个7 知名企业成功的做出了表率，明尼苏达州采矿业和制造业通过污染防治以达到降低成本的效果十分突出。这个信息最特别的是的 :3M 的污染防治支付计划据说节约了可用于 10 年的 5 亿美元。对于企业来说，渴望提高效率、生产力必须对污染预防计划有更深的了解。 观察家发现类似 3M 这样 成功解决污染问题的企业是激励公司内部上进心强的员工为他们研究这些至关重要的问题。创新解决了生态污染的成本问题并改善环境 ,并
42、不被官僚制度所控制。再加上为符合国家、地方与联邦法规的日益繁重的压力，许多本地公司 ,如宝丽来 ,陶氏化工 ,杜邦公司开始重新设计那些昂贵的生产过程 ,以便减少毒物降低费用 ,提高产品的质量和提高效率 (Buchholz苏达权等 ,1992)。 JOCM管理致力于全面质量管理 (TQM),改善环境质量在 7,4由于保险费用的兴趣的减少和生产率提高。一个新缩略词 -TQEM 或“完全质量环境管理能力”诞生了。这 是总统委员会于 1992 年环境质量 (PCEQ 使得环境性能优化通过顶级研究 66个优先全面质量管理岗位 (总统委员会对环境质量 ,1993)。 1993年最后 .人工佣金 ,零售业巨
43、头们诸如沃尔玛在美国和加拿大的 Loblaw 用“绿色营销”劝诱消费者惠顾他们的商店。通过提供环保线产品 ,零售商创造了能提高收入以及降低成本的方式。到 1990 年 ,前总统罗纳德里根的拨付更多资金建立环境竞争中“神奇市场”。 营销专家发现 ,消费者愿意花美元投票在可持续的环境价值观上。绿色商品的销售急剧上涨 ,而通过这样的第七代“绿色”供应商，巴塔哥尼亚 ,史密斯和霍金斯亨通的政治家们也发现解决环境问题的能来刺激选民支持或反对。媒体报纸的关注为报纸名叫环境采编人员定期举环境特征。电子媒体的兴趣也持续在应对环境关注和恐惧。对恐怖的视觉污染；环保抗议和创新项目或丰富的自然资源 ,保护野生动物做
44、了有趣的电视的故事。对工业活动风险解释为事故、爆炸、油污染和捕鱼被广泛的报道。绿色生态变得更加困难 , 难以取得或更新和许可证经营团体更反对环境风险。“ NIMBY” (后院起火 ) 综合词汇成为公众。由于不能胜社区关系的承诺，后代愿意忍受健康后果的太可怕了 ,以证明该风险。一种新的社 会程序是直接影响电力设施的能力、化工、石油、钢铁、纸浆和造纸行业操作 :社区将不再能接受经济机会的环境危害。在同一时间内，一个安全的工作环境要实现。由于无法搬迁到新社区 ,这些被迫更改路线的行业角色在寻找一种方法来协调的经济活动和保护以服务以及今天的人口后代环境。这也被称为是可持续发展的原则。 如何提高公司环境
45、表现杠杆效 ?组织文学移动的方向发展网络组织和使用合作伙伴关系不先前在竞技场中。例如在以上讨论 , 化学公司杠杆参与 CMA(贸易组织 )为公共政策的目的 ; 爱迪生电力研究所电动工具杠杆研究为技术进步和饭店的杠杆 参与贸易和旅游行业协会 ,加强“绿色饭店” 的身份。美国环保8 署已成立国家网络技术信息共享的电力照明等领域。 JOCM 鼓励信息在其他 7个 ,4 伙伴共享关系。全球网络 ,如全球环境管理倡议 (就 )也有发展。重要的是知道如何将这些联盟用来改善环境管理。 结论 80 个组织变革推动者在试图执行环境管理计划中遇到巨大的壁垒。由于综合法律、舆论压力、市场和非市场化的激励 ,越来越多
46、的公众对环境目标的支持更促使了环境保护的推进。不断改变并且解决环境壁垒的环境绩效的管理势在必行 公司都面临产业管理和贸易壁垒环境变化的过程。当这些贸易壁 垒单独存在或合并出现 ,他们足以阻挡公司环境发展的脚步吗？ 当贸易壁垒程度很低，或者在高科技产业中，进步是可实现的。相反 ,当贸易壁垒程度高而产业科技程度很低 ,其变化过程变缓慢，因此现代的企业经营者努力准备创造一种应对这种变化的产业结构。能够改进特定的贸易壁垒和挑战带来的变化，它是一种推动环境保护的力量之源 ,。 20 世纪 90 年代 ,这种较强的力量驱动下，环保组织的可持续发展的实践将一直持续。眼下，这场内部变革的风波将迫使公司 ,学得更快 ,反应的更快 , 更完美地做到“科技创新的优势”。与此同时 ,人赢了 ,公司与环境都能和谐 相处。
