【正文】 換句話說(shuō)，雖然上述評(píng)論的，這些公司感覺(jué)到了更大的壓力，他們回應(yīng)了評(píng)估壓力與其他公司相同的強(qiáng)度水平。也就是說(shuō)，同樣的壓力，更強(qiáng)烈地評(píng)估環(huán)保意識(shí)的管理者，從而解釋，他們受到了更大的壓力，這會(huì)導(dǎo)致他們采取的環(huán)保措施，不僅作為 其道德原則的后果，但也因?yàn)樗麄冇X(jué)得這是 1 滿足利益相關(guān)者的好辦法。然而，只有后者是能夠解釋的一個(gè)重要的方式實(shí)施環(huán)保物流的做法，也許是因?yàn)檫@些做法是主動(dòng)和自愿和政 府的壓力，在遵守監(jiān)管的重點(diǎn)。 五、 結(jié)論 在這項(xiàng)工作中，我們已實(shí)證研究評(píng)估的利益相關(guān)者的壓力和經(jīng)理們的環(huán)保意識(shí)，在物流管理中的環(huán)保做法的實(shí)施中的作用。此外，這一結(jié)果可能表明，聚甲醛的先進(jìn)做法產(chǎn)生某些功能是有用的物流業(yè)面臨的環(huán)境挑戰(zhàn)。 四、 業(yè)績(jī)的討論 第一個(gè)解釋模型只采用控制變量。這個(gè)變量通過(guò)主成分分析，從 6 點(diǎn)李克特量表的 5 個(gè)先進(jìn)的生產(chǎn)和經(jīng)營(yíng)管理的做法額定的執(zhí)行程度：全面質(zhì)量管理，先進(jìn)的制造技術(shù)，只是在時(shí)間，信息技術(shù)為主的綜合性建為有效保護(hù)等管理系統(tǒng)，并與供應(yīng)商的合作。這種轉(zhuǎn)移有利于共同通過(guò)新的實(shí)踐和最環(huán)保先進(jìn)的子公司的快速模仿。這個(gè)變量被列入控制 執(zhí)行環(huán)境的做法和取得的優(yōu)異的可用性從大公司的資源優(yōu)勢(shì)，規(guī)模經(jīng)濟(jì)的效果。這些陳述包括需要更高自愿和無(wú)私的意義，為實(shí)現(xiàn)可持續(xù)發(fā)展的公司斷言。因此，標(biāo)記為政府的壓力和非政府的壓力因素 ，分別?？煽啃灾笜?biāo)和有效性（因子載荷）是適當(dāng)?shù)?。此過(guò)程共 186 份有效問(wèn)卷，占全球的％的回應(yīng)率 ，符合率分別為 ％， ％和 ％，化工，電子設(shè)備和家具等行業(yè)，這反過(guò)來(lái)又產(chǎn)生了。在選定的工業(yè)部門每年超過(guò) 100 員工的所有條目中提取 50,000 西班牙最大公司鄧白氏普查。 （四） 管理價(jià)值觀的調(diào)節(jié)作用 至于第二個(gè)問(wèn)題，評(píng)估壓力的反應(yīng)，它可能會(huì)被認(rèn)為 是 最 有 環(huán)保意識(shí)的經(jīng)理，將有可能面對(duì)更大的環(huán)境需求，引進(jìn)環(huán)保做法。我們認(rèn)為，管理的信念和價(jià)值觀（環(huán)保意識(shí)，特別是他們的水平），可以在兩個(gè)方面影響環(huán)境管理。由于企業(yè)社會(huì)責(zé)任的一個(gè)方面是對(duì)環(huán)保的承諾，這一結(jié)果與組織內(nèi)的人的價(jià)值觀和信仰 有關(guān) ，影響采購(gòu)的環(huán)保措施的發(fā)展是一致的。 因?yàn)?，如前所述，在許多情況下，它不僅需要內(nèi)部的努力，而且 需要 其他代理商合作參與的價(jià)值鏈。 利益相關(guān)者的企業(yè)環(huán)境戰(zhàn)略的激勵(lì)的重要性的另一個(gè)理由是，其中的好處歸因于環(huán)境的積極性，恰恰是有改善的關(guān)系，在與不同利益相關(guān)者，甚至可能影響，其中一些 利益相關(guān)者。介紹了內(nèi)部的主要利益相關(guān)者（員工，股東和金融機(jī)構(gòu)）和外部的主要利益相關(guān)者（客戶和供應(yīng)商）之間的區(qū)別，并指出，只有前一組激勵(lì)環(huán)境的積極性。 至于企業(yè)的社會(huì)責(zé)任，特別是環(huán)境責(zé)任，利益相關(guān)者需要誠(chéng)信，尊重，標(biāo)準(zhǔn)，透明度和 問(wèn) 責(zé)制。為更具戰(zhàn)略性的做法，如 在 供應(yīng)商和客戶的整合的情況下，這這種分析考慮戰(zhàn)術(shù)的做法很明顯，這種假設(shè)已獲得實(shí)證支持。這意味著一個(gè)價(jià)值鏈的整體意見，并負(fù)責(zé)產(chǎn)品在其整個(gè)使用壽命。運(yùn)輸包裝方面，經(jīng)營(yíng)成本通常不是決定消費(fèi)者 消費(fèi)的問(wèn)題 。二是指經(jīng)常使用的或方便購(gòu)買同一產(chǎn)品的多個(gè)單位聯(lián)合任何額外的包裝（盒，袋 ...）。 一系列環(huán)境方面的做法，已確定或建議的 物資 流動(dòng)的管理，進(jìn)入和離開一個(gè)工業(yè)組織，不僅在文獻(xiàn)中特別專注于物流，也從采購(gòu)管理的角度 關(guān)注。 本文旨在回答利益相關(guān)者的壓力和管理的價(jià)值觀和信念，在實(shí)施這些環(huán)境的物流實(shí)踐中所發(fā)揮的作用作出貢獻(xiàn)這個(gè)問(wèn)題。 Bradstreet census of the 50,000 largest Spanish panies. Thus, the target population finally consisted of 428 panies, 156 of which were in the chemical sector, 211 in the electronic and electric equipment sector, and 61 in the furniture sector. After a pretest on 9 panies, an extensive postal questionnaire covering different aspects of environmental management was addressed to the production and operations manager of each pany. In all the cases, the questionnaire was preceded by a phone call to identify the appropriate addressee, to announce the sending of the questionnaire and to ask for presentation letter was attached to each questionnaire and, some days after the mailing, a second phone call was made to all the panies that had not replied. This procedure yielded a total of 186 valid responses which represent a global response rate of %, which in turn corresponds to rates of %, % and % for the chemical, electronic equipment and furniture industries, respectively. (Two) Measures Environmental Logistics Practices: Each pany was asked to score the degree of implementation of each environmental logistics practice included in Figure 1 according to a sixpoint scale . Only one factor resulted with an eigenvalue greater than 1. The indicators of reliability and validity (factor loadings) were appropriate. Perceived Stakeholder Environmental Pressure: Each manager was asked to score the environmental pressure exerted by the stakeholder groups included from 1 to 6 . Principal ponents analysis was applied to the 10 items and two factors turned out to have eigenvalues higher than one,together accounting for % of the the items except governments and regulatory agents load on the first factor. Therefore, factors were labelled as governmental pressure and nongovernmental pressure, respectively. This result indicates that those panies in the sample that perceive high pressure from any nongovernmental stakeholder tend to perceive high pressure as well from the other nongovernmental stakeholders. In other words, all the nongovernmental stakeholders tend to be perceived as a homogeneous group. 長(zhǎng)春大學(xué)光華學(xué)院 畢業(yè)設(shè)計(jì)（論文）譯文紙 共 13 頁(yè) 第 5 頁(yè) ┊ ┊ ┊ ┊ ┊ ┊ ┊ ┊ ┊ ┊ ┊ ┊ ┊ 裝 ┊ ┊ ┊ ┊ ┊ 訂 ┊ ┊ ┊ ┊ ┊ 線 ┊ ┊ ┊ ┊ ┊ ┊ ┊ ┊ ┊ ┊ ┊ ┊ ┊ Managerial Environmental Awareness: To measure environmental awareness, operations managers were asked to mark their degree of agreement or disagreement with 3 statements on a sixpoint Likert scale. These statements consisted of assertions about the need for higher voluntary and unselfish implication of panies for the achievement of sustainable development(see Table 3). The 3 items were reduced to a single measure through principal ponents analysis. Construct validity (factor loadings) and reliability (Cronbach’s α) were acceptable. (Three) Analysis Company size, measured as hundreds of employees. This variable was included to control the effect of scale economies on the implementation of environmental practices and the advantages derived from the superior availability of resources in large panies. Several papers reveal the relevance of this variable in explaining environmental proactivity . Internationalization, formalized as a binary variable that differentiates firms integrated in international business groups. This variable was included to control the effect of corporate size as well as the effect of knowledge transfer between different divisions and plants. The industrial sector, which required the introduction of two binary variables distinguishing the chemical and electronic and electrical equipment sectors, respectively. The use of advanced production and operations management (POM). This variable was built through principal ponents analysis from the degree of implementation rated on a sixpoint Likert scale of five advanced production and operations management practices: Total Quality Management, advanced manufacturing technologies, JustinTime, informationtechnologybased integrated management systems such as ERPs, and collaboration with suppliers . This variable reflects the proactivity of the pany’s manufacturing strategy and, to some extent, the strategic importance the pany gives to