Green supply chain management and environmental performance: Evidence from cross-sector case analysis

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🔬研究者:Provides empirical evidence linking GSCM practices to environmental outcomes, integrating RBV, stakeholder theory, and dynamic capabilities.

🏢実務担当者:Offers benchmarks and best practices for implementing GSCM, including carbon management systems and supplier collaboration.

🏛政策担当者:Illustrates how different institutional pressures (coercive, normative, mimetic) drive corporate environmental action, informing regulatory design.

Purpose. This study examines how industry-leading organizations operationalize Green Supply Chain Management (GSCM) practices to achieve measurable environmental performance improvements across manufacturing and service sectors. The research addresses critical gaps in understanding the mechanisms linking GSCM implementation to outcomes in carbon reduction, resource efficiency, and waste minimization. Methodology. The study employs a comparative case analysis of four industry leaders - Eastman Chemical Company (chemical manufacturing), Westpac Banking Corporation (financial services), The Coca-Cola Company (consumer goods), and Ernst & Young (professional services) - utilizing secondary data from corporate sustainability reports, Carbon Disclosure Project submissions, and third-party environmental certifications spanning 2008-2020. The analytical framework examines the organizational context, the specific GSCM practices implemented, the quantifiable environmental outcomes, and the enabling implementation mechanisms. Results. The findings reveal substantial environmental improvements: carbon emissions reductions ranging from 15% to 85% across sectors, water-use efficiency improvements of approximately 20% in water-intensive operations, and waste diversion rates exceeding 90% at leading facilities. Three critical success factors emerge: comprehensive carbon management systems integrated into business strategy, multi-stakeholder collaboration extending beyond traditional supplier relationships, and a sophisticated performance measurement infrastructure that enables accountability and continuous improvement. Theoretical Contribution. The study integrates Resource-Based View, stakeholder theory, and dynamic capabilities perspectives to explain how environmental competencies generate competitive advantage. It demonstrates that sector-specific institutional pressures shape GSCM configurations, requiring tailored rather than universal implementation approaches. Practical Implications. For managers, the research provides benchmarks for GSCM maturity assessment and identifies transferable best practices across sectors. For policymakers, findings inform regulatory design by illustrating how coercive, normative, and mimetic pressures drive corporate environmental action, supporting evidence-based sustainability policy development. Sustainable Development Goals (SDGs): SDG 12: Responsible Consumption and Production; SDG 13: Climate Action; SDG 9: Industry, Innovation and Infrastructure; SDG 17: Partnerships for the Goals

• semanticscholar https://doi.org/10.14254/jsdtl.2026.11-1.1first seen 2026-05-05 22:03:26