University of Vaasa - Vaasan yliopisto

784
offers a useful discussion and view of SME attitudes and behaviour and, in doing so,
also highlights a ‘twin track’ approach to addressing the situation (as outlined in
Figure 1 below; Tilley, 1999: 242). The approach centres on a causal logic of
minimising resisting forces and the strengthening of driving forces to affect change;
this must, ideally, be done at the same time and in balance:
Figure 1 - Factors Affecting Attitudes and Behaviour in SMEs
Resistant forces
Poor eco-literacy
Low environmental awareness
Economic barriers
Inadequate institutional infrastructure
The Small Firm
Driving forces
Education and training
Effective research
Regulatory framework
Institutional reform
This overall interpretation of the situation is widely supported (E.g. by Revell and
Blackburn, 2004; Taylor et al, 2001; Williamson and Lynch-Wood, 2001;
Worthington and Patton, 2005). The logic of this view and the linked approach (i.e.
to affecting change) further supports the potential role for customers (i.e. related to
policies and processes which lead an understanding of why act and what action) and
the role of customers is furthered in Tilley’s discussion of overall ‘regimes of
change’.
Environmental Supply-Chain Management (ESCM)
From the above it may be suggested that customers should place environment related
requirements on their suppliers, and they possibly do in practice, and there are
proposed benefits in literature (i.e. for the wider environment and SMEs related to
their environment behaviour). Such action may come as a result of an engagement
with wider responsibilities and ‘contracted out’ impacts and a customer’s own
practices (E.g. related to risk reduction, improved efficiency and the ‘win-wins’, for
profits and the planet, linked to such an approach). Action may also come as a result
of the requirements (and ‘pressure’) placed on a customer by its own customers
and/or its wider stakeholders; the/an overall chain effect. Within this overall context
of environmental supply-chain management (ESCM) action is often grounded in the
value chain (and the value added up the chain) and this view is widely evident in the
literature (E.g. see comments/discussion in for example: Abukhander and Jonson,
2004; Beamon, 1999; Cousins et al, 2004; Hall, 2001; Walters and Rainbird, 2004;
Walton et al, 1998; Wu and Dunn, 1994). Of concern here, however, in terms of
SMEs and SME improvement(s), is that much of the ESCM theory-base, locates
benefits with, and for, customers and not suppliers/SMEs. Much of the ESCM
literature thus notes management, efficiency, benchmarking and/or image benefits
for large organisations (i.e. to address what is in it for me? and the value from action)
but offers less when it comes to approaches to the performance of suppliers/SMEs);
i.e. to address: what is in it for them? and how to affect and facilitate change in
theory (as suggested in the earlier discussion of theory) and practice (as needed).