In the pursuit of superior cars, electronic products, and computing, several leading multinational corporations began in the last quarter of the 20th century to tie Corporate Environmental Strategy to their product strategy. Leaders such as Toyota and Honda are classic examples in the automotive industry, as are Shell and BP in the petroleum sector.
Those firms that had successfully integrated Corporate Environmental Strategy into their normal business functions by the new century shared a common set of attributes. These attributes are described below as ‘‘generic’’ elements of allowing Corporate Environmental Strategy to be elevated within a corporate setting, as they often depend on organizational dynamics or a unique set of executive interests and needs. (more…)
