| Summary: | 碩士 === 國立政治大學 === 企業管理研究所 === 97 === Facing the problems of environmental change and natural resources depletion, these environmental concerns are widely discussed and debated in hope to bringing up more public attention and countermeasures. Overtime, these environmental factors have become the trigger of next generation industrial revolution in twenty-first century. Governments, organizations and enterprises put forward environmental protection strategies and policies. Enterprises generally take a passive stand to respond to the issue of actively taking environmental initiatives combined with their core business philosophy to achieve both the environment and economic goals of a green business model, and further explore new business opportunities to create value. A number of scholars have pointed out that enterprises manage sustainable green vision through a complete management structure in response to the current situation and the future blueprint for a green business strategy. Green strategy implementation plans illustrate specific, feasible and stage-dependent statement for enterprises to achieve both economy and ecology objectives.
In this research, the literature review focuses on three issues: the evolution of sustainable development thinking, green business development and management, and stage-dependent implementation of the green strategy. Meanwhile, the research chooses a green management leading practitioner in electronic product industry- Seiko Epson Corporation as the case-study company and the study focuses on three distinct dimensions of a green strategy maturity model which are illustrated by Olson (2008): role of leadership, role of policies and illustrative actions.
The research identifies and draws the following conclusions. First, with the management maturity for implementing green strategy, the decision-making level is escalated from tactical level to strategic level. Second, in the early stage of implementing green strategy enterprises see external conditions as constrains and in later stage they see them as opportunities for driving growth. Third, the early stages of awareness are largely in response to external pressure, regulations and demand from the community, investing in simple initiatives to streamline costs and reduce risks. The later stage of the initiative leads to the value creation which combines green thinking and business value proposition, thereby creating competitive advantages and create new business model. Fourth, the early stages of green management focus on product-related improvement issues and, in the later stage, enterprises start to consider innovative new value activities through green strategy. Fifth, the scope of cooperation expands as green management stage develops. In early stages enterprises integrate partners and educate employees and in the later stage to convey the environmental concept to customers and the community to achieve the vision together.
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