Processos operacionais e resultados de empresas brasileiras após a certificação ambiental ISO 14001

The aim of this work was to analyze the operational results achieved for ISO 14001 certificated Brazilian companies. In order to achieve this objective, the factors related to the operation process and the performance of operations according to the certification were identified. The research method integrated qualitative and quantitative analyses. The quantitative step was based on the analysis of the database created by the DEVISO project (Developing Countries and ISO 14000). The qualitative analysis was based on two interviews with Environmental Managers in two companies that took part in the DEVISO project. An exploratory factor analysis (Principal Components Analysis - PCA) and paired sample t-tests were used to identify and compare the operational results. This analysis showed a performance hierarchy throughout the factors identified. The factors identified for the operation process were: Environmental Management, Suppliers, Recycle and Cooperation. Finally, regarding the operation performance, the factors identified were: Image, Standard Implementation, Toxic Waste and Efficient Usage.

[1]  R. Anthony Inman,et al.  Implications of environmental management for operations management , 2002 .

[2]  Robert D. Klassen,et al.  Just-in-Time Manufacturing and Pollution Prevention Generate Mutual Benefits in the Furniture Industry , 2000, Interfaces.

[3]  Paolo Trucco,et al.  A Methodological Framework for the Initial Environmental Review (IER) in EMS Implementation , 1999 .

[4]  Michael Walther,et al.  The Impacts of Corporate Environmental Management Systems - A Comparison between EMAS and ISO 14001** , 2002 .

[5]  K. Chin Factors Influencing ISO 14000 Implementation in Printed Circuit Board Manufacturing Industry in Hong Kong , 1999 .

[6]  Marc J. Epstein,et al.  Managing corporate environmental performance:: A multinational perspective , 1998 .

[7]  Kristian Eg Løkkegaard ISO 14031 used as a Tool in ISO 14001 or as an Alternative for a Simple EMS , 1999 .

[8]  Marco Alberti,et al.  Evaluation of the costs and benefits of an environmental management system , 2000 .

[9]  Bronwyn Ridgway THE PROJECT CYCLE AND THE ROLE OF EIA AND EMS , 1999 .

[10]  R. Calantone,et al.  Assessing the impact of environmental management systems on corporate and environmental performance , 2003 .

[11]  J. Bouma,et al.  Stakeholders expectations of an environmental management system: some exploratory research , 2000 .

[12]  R. Klassen,et al.  The impact of environmental management on firm performance , 1996 .

[13]  A. Bryman Quantity and quality in social research , 1988 .

[14]  R. Klassen,et al.  The Impact of Environmental Technologies on Manufacturing Performance , 1999 .

[15]  Michael E. Porter,et al.  Green and Competitive : Ending the Stalemate , 1996 .

[16]  Linda C. Angell,et al.  Integrating environmental issues into the mainstream: an agenda for research in operations management , 1999 .

[17]  J. Hair Multivariate data analysis , 1972 .

[18]  D. Morrow,et al.  Adopting Corporate Environmental Management Systems:: Motivations and Results of ISO 14001 and EMAS Certification , 2002 .