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…)
Biodegradable materials are considered those materials that can be destroyed by microorganisms. To prevent the accumulation of non-biodegradable compounds in nature, there are two solutions that are currently under investigation: use roots or microbial strains that can attack thought products were not degradable, biodegradable materials or develop common strains. (more…)
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Although the automotive industry is a vigorous sponsor of research and development in vehicle efficiency technology—worldwide, nearly $20 billion U.S. worth in 1997—governments throughout the world sponsor additional automotive R&D, both separately from and in partnership with the industry. This work focuses primarily on four areas: emissions reduction, safety, fuels, and fuel economy. Within the past few years, government sponsorship of automotive R&D has moved sharply in the direction of attempting to advance the performance and cost-effectiveness of automotive fuel cells vehicles, which address three of the four areas: emissions, fuels, and fuel economy. (more…)
