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1、装订线长春大学光华学院 毕业设计（论文）译文纸Pressure and the value of the stakeholders in environmental logisticsThe preservation of the environment has become an unavoidable variable in industrial activity.While some firms have adopted a reactive strategy, limiting themselves to the prevailing legislation, others have
2、chosen more proactive strategies, introducing voluntarily practices focused on reducing their environmental impact. In particular, many of these practices are carried out in the area of logistics, where there is great potential for contributing to the environmental performance of firms (Wu and Dunn,
3、 1995). It is therefore interesting to know which contingencies lead firms to develop proactive environmental initiatives in this area of activity, i.e.what circumstances favour the implementation of environmental practices in logistics.environmental logistics practices. Specifically, this paper ana
4、lyses the effect of the perceived stakeholder environmental pressure and the environmental awareness of managers and explores the extent to which the interaction between these two variables exists and is relevant. In this second respect, this paper expressly analyses the extent to which the environm
5、ental awareness of managers moderates the relationship between the perceived pressure and the implementation of environmental logistics practices and the extent to which this pressure mediates the relationship between managerial values and the implementation of environmental logistics practices.Firs
6、t,environmental logistics practices Different authors have pointed out that the environmental proactivity of firms is manifested not only through the transformation of their internal activities (product design and production processes) but also through the introduction of new practices in the logist
7、ics of supply and distribution that link them to other participants (suppliers and customers) in the value chain . A series of environmental practices has been identified or suggested for the management of physical flows that enter and leave an industrial organization, not only in the literature foc
8、used specifically on logistics , but also from the perspective of purchasing management or from the more generic and integrating perspective of the supply chain.Transportation is another aspect of logistics with considerable environmental impact . One of the easiest measures to improve environmental
9、 performance in this area consists of prioritizing shipment consolidation in the planning and programming of flows . This allows the capacity of the vehicles used to be maximized and the emission of contaminating gases reduced. Another, more strategic measure,or the hiring of rail transport instead
10、of road transport are some examples of environmental actions in this sense.In the logistics of storage, manipulation and distribution, the aspects related to the packing,packaging and bottling of products are the ones with the most impact on the natural environment.Thus we must distinguish between p
11、rimary, secondary and transport packaging (Livingstone and Sparks, 1994). The first refers to the direct packaging of the product, which the consumer uses until the product is consumed. The second refers to any additional packaging (boxes, bags)used frequently with promotional aims or to facilitate
12、the combined purchase of several units of the same product. Transportation packaging refers to the packaging used to facilitate the moving and storage of products (containers, boxes, pallets). Primary and secondary packaging is what most directly affects the consumers intention of purchase, and ther
13、efore its modification responds more to commercial criteria than to logistic criteria. Efforts in this sense are usually focused on reducing the packaging and using recyclable materials or containers.Second，the role of stakeholder pressure and managerial valuesIn this section we analyze the role of
14、stakeholder pressure and managerial motivation in the implementation of environmental logistics practices. Four research hypotheses are presented.This assumption, which turns out to be quite evident for the tactical practices considered in this analysis, has received empirical support for the case o
15、f more strategic practices such as the integration of suppliers and customers .It implies that those contingencies that stimulate companies to reduce their environmental impact can also induce the adoption of environmental practices in logistics.(One)Stakeholder Environmental PressureStakeholders ar
16、e individuals and groups which can affect the companys performance or who are affected by a firms actions (Freeman, 1984). Clarkson (1995) distinguishes between primary stakeholders, those without whose participation and support the organization cannot survive(suppliers, governments), and secondary stakeholders, which affect and ar
