Competitive Environmental Strategy
Andrew J. Hoffman’s (2000) book titled “Competitive Environmental Strategy: A Guide to the Changing Business Landscape” is notable for being a comprehensive presentation of the significance of practical environmental patterns. Such examples of environmental strategies established the legitimacy and suitability of the ideas concerning the environment. From this, people in the business sector such as managers are turning a planned or premeditated knowledge and acceptance of environmental issues into an aggressive lead.
Aside from the general attribute of the book, Hoffman has clearly explained, particularly on the second chapter, what the public needs to understand and realize. This is because the book’s second section explicitly discussed how business people can strategically approach environmental issues by means of specific drivers of every organization’s environmental approach. Hoffman called such factors as “drivers of environmental protection” which are basically aimed at modifying the ways how managers deal with the issue of preventing, if not stopping, the further destruction of the environment (Hoffman, 2000).
To summarize the book’s second chapter, Hoffman wrote that environmental protection in the United States entails what he called as the regulatory drivers such as government guidelines and demands. This is after Americans have realized the significance of domestic or internal regulations in addressing issues concerning the environment and its protection in particular.
The author, however, stated that government or internal regulations have now evolved from its previous firm or authoritarian “command-and-control” guidelines into something which is inclined to motivate the market or sector as well as to promote voluntary regulations and adhere with imposition of criminal punishments (Hoffman, 2000). Hoffman further discussed that the said evolution has resulted into complexity which turned out to be beneficial as it created future opportunities for business people such as the managers to work on various kinds of environmental strategies.
In doing so, the future holds bright prospects for corporate people to become accustomed with fresh ways of protecting the environment as well as implement new environmental regulatory strategies (Hoffman, 2000). The author concluded the chapter with presenting the topic to corporate managers in a manner which can be taken either as a threat or opportunity. Hoffman said that regulatory drivers may be dangerous for organizational managers who are not flexible with their idea of environmental management.
Open-minded managers who manifest strategic style, on the other hand, may regard environmental protection regulations as visible opportunities. In essence, these drivers of environmental protection should be regarded not as limitations to market but instead as means to attain market development (Hoffman, 2000).
Hoffman, A. J. (2000). Competitive Environmental Strategy: A Guide to the Changing Business Landscape. Washington, DC: Island Press.