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Evaluating environmental and social performance of large Portuguese companies: a balanced scorecard approach
Author(s) -
DiasSardinha Idalina,
Reijnders Lucas
Publication year - 2005
Publication title -
business strategy and the environment
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 2.123
H-Index - 105
eISSN - 1099-0836
pISSN - 0964-4733
DOI - 10.1002/bse.421
Subject(s) - balanced scorecard , categorization , sustainability , business , process management , performance measurement , performance management , corporate social responsibility , strengths and weaknesses , thematic analysis , environmental economics , thematic map , knowledge management , accounting , computer science , marketing , public relations , psychology , economics , sociology , political science , qualitative research , ecology , social psychology , social science , cartography , artificial intelligence , biology , geography
Abstract A thematic balanced scorecard format was used to address environmental and social performance evaluation of 13 large companies operating in Portugal. Financial aspects of environmental and social company activities are also included. Companies were categorized as to their actual performance status using a predefined performance framework. Three categories were found: compliance with the law while emphasizing pollution control, pollution prevention and eco‐efficiency. Management tools and procedural matters were found to be most relevant for categorization. Often, reported information did not allow for quantitative evaluation of environmental burden reduction. Use of the thematic balanced scorecard format was useful to better understand the strengths and weaknesses of links between objectives and measurements, initiatives and achievements. Improvement as to environmental performance was found to be paralleled by increased social performance, suggesting that a multi‐level ‘sustainability’ performance categorization of these Portuguese companies is feasible. Driving forces for environmental management initiatives were found to differ by category of performance. Copyright © 2005 John Wiley & Sons, Ltd and ERP Environment.