【正文】 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（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。 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 s