【正文】 evidence to this respect. Although with some nuances, the results of support the idea that environmental proactivity is associated with higher pressures from organizational stakeholders (. customers, suppliers, employees,shareholders) and munity stakeholders (. nongovernmental organizations, social groups),whereas environmental reactivity is associated with higher pressures from regulatory stakeholders (. governments, trade associations) and the media. introduced the distinction between internal primary stakeholders (employees, shareholders and financial institutions) and external primary stakeholders (customers and suppliers) and observed that only the former group motivates environmental proactivity. This result was explained by arguing that the sample studied consisted of producers of intermediate products and had scarce consumer practices in the hotel industry responds to a higher stakeholder pressure. influence as a contextual variable which was measured by two constructs: public interaction, which assessed to what extent ma nagers gather opinions from and provide environmental information to the public。 and awareness of environmental regulation, which assessed to what extent plant personnel are informed regarding environmental regulation and evaluated on regulatory pliance. Both constructs showed positive effects on the degree of environmental proactivity. Another justification of the importance of stakeholders as motivators of the environmental strategies of firms is that among the benefits attributed to environmental proactivity there is precisely improvement in the relationship with the different stakeholders and even the possibility of influencing some of them . (Two)Managerial Values: Environmental Awareness of Managers Several papers point out the importance of the support and mitment of top management for the development of proactive environmental strategies . Other authors consider that the key question is not simply the existence of top management support for environmental , they propose that, depending on the managers’ beliefs, expectations, perceptions and opinions, the pany will bee inclined to implement a certain set of environmental practices. Thus, the environmental awareness of managers,understood as the degree to which they consider imperative the active participation of industry in achieving sustainable development, might influence the environmental behaviour of a the case of logistics, the implementation of environmental practices requires additional effort since, as mentioned earlier, in many cases it requires not only an internal effort but also the collaboration of other agents 長春大學(xué)光華學(xué)院 畢業(yè)設(shè)計(jì)（論文）譯文紙 共 13 頁 第 3 頁 ┊ ┊ ┊ ┊ ┊ ┊ ┊ ┊ ┊ ┊ ┊ ┊ ┊ 裝 ┊ ┊ ┊ ┊ ┊ 訂 ┊ ┊ ┊ ┊ ┊ 線 ┊ ┊ ┊ ┊ ┊ ┊ ┊ ┊ ┊ ┊ ┊ ┊ ┊ participating in the value chain. Success does not depend only on the organization itself and putting these practices into effect often requires great effort at negotiation. Previous empirical evidence in this respect has not been found in the literature on logistics,although, in the related fields of corporate social responsibility and purchasing management,Carter and Jennings (2020) found evidence of a positive relationship between the individual values of purchasing employees and purchasing social responsibility. Since one dimension of corporate social responsibility is environmental mitment, this result is consistent with the idea that the values and beliefs of people within the organization affect the development of environmental initiatives in purchasing. (Three) Mediating Role of the Perceived Stakeholder Pressure Some authors consider that the implementation of certain environmental practices and strategies depends on whether the management perceives environmental pressure and topics as opportunities or as threats. That is,these works suggest that the same environmental pressure or problems can be perceived differently and give rise to different responses according to how they are interpreted. In light of these considerations, it makes sense to ask ourselves what variables affect two fundamental questions: the perception of pressure and the response to these perceptions. Below we argue that the beliefs and values of the management (their level of environmental awareness, in particular) can affect environmental management in both aspects. As refers to the first question, the perception of pressure, it could be thought that the values and beliefs of the management affect the effort made to perceive the opinions and demands of the milieu, ., the capability of perceiving signs in environmental matters affecting . In particular, managers who are more environmentally aware will be more open and receptive to environmental demands and will be more concerned with sounding out the stakeholders in this sense. They will make a greater effort to perceive the environmental demands of the stakeholders。 (Four) Moderating Role of Managerial Values As regards the second question, the response given to perceived pressure, it might be thought that the most environmentally aware managers would be more likely to introduce environmental practices in the face of greater demand from the milieu. Those least environmentally aware will resist the pressure of the stakeholders, will look for alternatives to distract them and delay any type of environmental changes, or will simply not consider these kinds of actions as a priority. Third， methodology (One)Data 長春大學(xué)光華學(xué)院 畢業(yè)設(shè)計(jì)（論文）譯文紙 共 13 頁 第 4 頁 ┊ ┊ ┊ ┊ ┊ ┊ ┊ ┊ ┊ ┊ ┊ ┊ ┊ 裝 ┊ ┊ ┊ ┊ ┊ 訂