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Corporate environmental benchmarking is difficult with the range and inconsistency of environmental information available, even from facilities within the same firm. Environmental management systems can assist firms in organizing internal corporate benchmarking efforts. They attempt to capture environmental impacts from activities throughout a facility under a single system and generally follow traditional benchmarking cycles of plan, do, check, and act. However, the systems lack important features that enable benchmarking. Based on a critical analysis of environmental management systems, the article recommends minor changes to extend environmental management systems for corporate environmental benchmarking. Consistent goals should be encouraged at all facilities to produce common metrics. Procedures should require data collection and reporting to a central office. Management review should monitor performance and determine where leading facilities can transfer better processes to lagging facilities.

The purpose of this paper is to better understand benefits and problems with different approaches to benchmarking environmental performance in manufacturing.

This paper shares the experience of a research program developing environmental benchmarking measures for the automobile industry.

In this paper, we categorize these options into four general categories: regulatory, gross emissions, efficiency, and life cycle. We found that firms emphasized different approaches to benchmarking depending upon regulatory context and company strategy. Product type, corporate and national culture, resource costs, stakeholder demands also all played a role in influencing their preferred benchmarking approach. Overall, the most robust environmental programs will incorporate elements of all four approaches.

The primary limitation of this study is that it draws its data from only one industry. Another limitation of this paper is that it is focused primarily on performance benchmarking. Additional research needs to be done to understand the factors that influence a firm's choice of benchmarking metrics, the relationship between the different aspects of environmental performance benchmarking, and the relationship between performance and managerial benchmarking.

Firms must supplement strong environmental management systems with their benchmarking strategy. Using all four provides a more balanced benchmarking effort, and minimizes limitation that single measure of environmental performance present.

For manufacturing firms, this paper offers a framework to think about the costs and benefits of a range of environmental benchmarking strategies. For researchers, it outlines a number of areas for future research.

The purpose of this paper is to understand whether the adoption of environmental management practices and firm characteristics influence the environmental benchmarking in Indian firms. It further looks into the impact of environmental benchmarking practices on firms’ environmental performance.

The study conducts a research survey to obtain the practitioner’s responses on the different aspects of environmental benchmarking. The survey data of 104 firms provide an empirical basis to investigate different research hypotheses using statistical techniques.

The results indicate that the firms which implement environmental management practices are more likely to adopt environmental benchmarking in one or more areas of their operations. The findings signify that firms which benchmarks for environmental purposes are more likely to have better environmental performance. The study confirms that large firms have significant chances of having environmental benchmarking compared to small and medium sized firms. The firms in different sectors have different relative preference to eight different areas of environmental benchmarking. However, all these preferences are not significant at 95 per cent confidence level.

The research use only qualitative responses on environment management aspects and could be further extended by incorporating the quantitative (emission) data of different industries.

The study provides an insight into the environmental benchmarking practices of Indian firms for better management of environmental performance of the firms.

The study investigates the experience and attitude of Indian firms to environmental benchmarking based on an empirical research. It adds to the knowledge in the field of environmental benchmarking in developing countries with specific focus on India.

In the 1930s, chlorofluorocarbons (CFCs) were developed as safe, non-reactive alternatives to toxic and explosive refrigerants and propellants such as ammonia, chloromethane, and sulfur dioxide. American engineer Thomas Midgley famously demonstrated these properties by inhaling Freon (CFC-12) and blowing out a candle with it. He was presented with many awards for his discoveries, such as the Perkin, Priestley, and William Gibbs medals. In today's jargon, CFCs might have been called an eco-innovation, because they provided solutions to several environmental issues. However, CFCs solved environmental problems by creating others. In 1974, Sherwood Rowland and Mario Molina published their pathbreaking research that demonstrated CFCs were depleting the ozone layer. In 1989, the Montreal Protocol, which regulates a global phaseout of CFCs, entered into force. A few years later, in 1995, Rowland and Molina received the Nobel Price in Chemistry. The new substitutes for CFCs, hydrofluorocarbons (HFCs), have no known effects on the ozone layer but are extremely potent greenhouse gases (GHGs) and thus subject to the Kyoto Protocol.

The purpose of this paper is to investigate the influence of environmental and cultural factors on the benchmarking implementation process and management control within organizations in the United Arab Emirates (UAE). By exploring the complex interplay of these factors, the study aims to uncover how environmental considerations and cultural dynamics shape the effectiveness and outcomes of benchmarking initiatives in the UAE's unique business environment. The research seeks to provide valuable insights for organizations in the UAE to optimize their benchmarking practices and enhance their overall performance and competitiveness.

The study adopts a mixed-methods approach, combining qualitative and quantitative methods to comprehensively explore the influence of environmental and cultural factors on benchmarking implementation and management control in the UAE. This study draws on the integration of two main theoretical perspectives: institutional theory and contingency theory. This is the first attempt to integrate these different frameworks in a single study. The study presents a case study of Emirates Industrial City (EIC), which has been recognized by global industries for boosting efficiency, cost control, quality and overall operations. The quality method known as benchmarking maximizes the potential for organizations to achieve optimal levels of production efficiency.

This paper provides compelling evidence that the benchmarking implementation process and management control in the UAE are significantly influenced by the complex interplay of environmental and cultural factors. By recognizing the importance of environmental sustainability and cultural values in guiding benchmarking practices, UAE organizations can optimize their performance and competitiveness. The findings contribute valuable insights to the existing literature, offering practical implications for UAE organizations seeking to leverage benchmarking as a strategic tool for growth and continuous improvement. The findings reveal that UAE organizations incorporating environmental considerations into benchmarking practices demonstrate a proactive approach to sustainability, aligning their goals with eco-friendly practices. Cultural influences, including a culture of collaboration and openness to external learning, contribute to successful benchmarking adoption and knowledge sharing. Moreover, the study highlights that the integration of benchmarking outcomes into the management control process positively correlates with organizational performance. UAE organizations that leverage benchmarking data for decision-making and performance evaluation exhibit higher levels of competitiveness and efficiency.

This paper has important implications for organizations in the UAE seeking to optimize their benchmarking practices and management control. The study's findings can guide organizations in aligning their benchmarking efforts with environmental sustainability goals and cultural values to enhance performance and competitiveness. Understanding the influence of environmental and cultural factors on benchmarking adoption and implementation allows organizations to foster a benchmarking culture that embraces knowledge sharing and learning. Managers can tailor their approaches to accommodate cultural nuances and enhance the effectiveness of benchmarking initiatives.

This paper contributes to the existing body of knowledge in several ways. Integrated approach: By examining the complex interplay of environmental and cultural factors, this study takes an integrated approach of institutional and contingency theories to understanding their influence on benchmarking implementation and management control. It offers a comprehensive view of how these factors interact to shape organizational practices and outcomes. UAE context: The study focuses specifically on the UAE, providing insights into benchmarking practices within the unique environmental and cultural context of the nation. This research addresses a gap in the literature by examining the influence of these factors in a distinct business environment.

The purpose of this paper is to review general applications of the ISO14001 certification process and show how limitations such as ensuring minimum environmental performance standard, public access to performance information, and peer benchmarking may be overcome by voluntary commitment to attainable standards by association of specific industries.

A replicable environmental performance (weighted) index was developed by the authors. Secondary data obtained from five (public and private) steel mills provided technical data under voluntary compliance standards. Primary data on non‐technical items of performance index were collected. The index was tested to demonstrate peer benchmarking process.

ISO 14001 certification cannot serve as an end in itself for industries as peer companies under voluntary compliance may exceed environmental performance. Minimum acceptable environmental standards could be enforced through industry‐wide consensus. Public access to performance indicators can be ensured under a voluntary mandate; peer benchmarking may allow for competitive goal setting. The model proposed could be gainfully replicated particularly in developing countries.

The weighted index used in the paper could be further expanded to include additional non‐technical items such as occupational employee health and R&D expenditure of plants on environmental management system.

Peer benchmarking should allow for competitive goal setting for continuous improvement. The weighted index could be replicated for other industries in India. This index with minor adjustment, if needed, could be used in other countries and by industries already certified by ISO 14001 standards for peer benchmarking toward continuous improvement.

The weighted index is the original contribution. It is likely to make definitive contribution to the literature of environmental performance measurement. It also makes a contribution to the benchmarking literature in general and to peer benchmarking in particular. The paper not only shows the limitation of ISO 14001 standards but demonstrates how to overcome the limitations toward the competitive goal setting and continuous improvement of performance by the benchmarked industries.

Widely accepted classifications of benchmarking distinguish between different levels of benchmarking. Strategic‐level benchmarking is considered to be of a higher sophistication than product‐level benchmarking. Such strategic benchmarking would be based on process information instead of product information. The purpose of this paper is to research the possibility of obtaining strategic‐level information based on an extensive amount of product‐level benchmark data.

The data used in this paper originate from the environmental benchmarking program of Philips Consumer Electronics (CE). Philips CE has successfully implemented benchmarking as an environmental improvement strategy for its products. Product‐level competitive benchmarking is used to assess the environmental performance of a Philips' product compared to its main economic rivals. Since the start of environmental benchmarking a considerable pool of product‐level benchmark data has been generated. This paper reports on an extensive data analysis of product‐level benchmarking data concerning the packaging of these consumer electronics products.

It is shown how strategic‐level information is obtained from a data analysis of these separate benchmarking studies, resulting both in useful strategic‐level managerial information and practical design input. Finally, advantages of this approach as compared to classic strategic‐level benchmarking are identified.

The study has yielded empirical data indicating a limitation in current benchmarking classification.

The paper offers insights into the benefits of product level benchmarking for strategic eco‐efficient decision making.

The paper aims to develop a benchmarking framework to address issues such as supply chain complexity and visibility, geographical differences and non-standardized data, ensuring that the entire supply chain environmental impact (in terms of carbon) and resource use for all tiers, including domestic and import flows, are evaluated. Benchmarking has become an important issue in supply chain management practice. However, challenges such as supply chain complexity and visibility, geographical differences and non-standardized data have limited the development of approaches for evaluating performances of product supply chains. This industry-level benchmarking approach ensures that individual firms can compare their carbon emissions against other similarly structured firms.

Benchmarking has become an important issue in supply chain management practice. However, challenges such as supply chain complexity and visibility, geographical differences and non-standardized data have limited the development of approaches for evaluating performances of product supply chains. The paper aims to develop a benchmarking framework to address these issues, ensuring that the entire supply chain environmental impact (in terms of carbon) and resource use for all tiers, including domestic and import flows, are evaluated. This industry-level benchmarking approach ensures that individual firms can compare their carbon emissions against other similarly structured firms.

Supply chain carbon maps are developed as a means of producing industry-level benchmarks to set a measure for the environmental sustainability of product supply chains. The industry-level benchmark provides the first step for firms to manage the environmental performance, identify and target high carbon emission hot-spots and for cross-sectorial benchmarking.

The paper links the theoretical development of supply chain environmental system based on the Multi-Regional Input–Output model to the innovative development of supply chain carbon maps, such that an industry-level benchmarking framework is produced as a means of setting product supply chain carbon emissions benchmarks.

The purpose of this paper is to review extant literature and present a proposed research agenda to examine whether environmental, i.e. green performance measures, can be integrated within an existing supply chain performance framework, explore what a meaningful industry‐recognised environmental measure should look like, and understand the direct benefits of incorporating environmental measures within a supply chain performance framework.

The paper is based on an extensive literature review in four key areas: performance management, supply chain performance management, environmental management and benchmarking.

The literature suggests there is an opportunity to explore the relationship between the environment and logistics and that environmental supply chain performance measurement (SCPM) should enable organisations to more effectively benchmark their supply chain environmental performance. A framework incorporating these notions and a research agenda for empirical study are also presented.

The paper provides direction for practitioners on measuring the environmental impact of their supply chains in the context of their overall business performance. The proposed research agenda integrates an environmental measure into an extant supply chain performance framework to provide practitioners with a more holistic view of their supply chain performance in relation to competitors.

There has been limited research conducted in this area. This paper provides insights into developing a green SCPM framework.

The purpose of this paper is to develop an approach to measuring the performance of motor vehicle manufacturers (MVMs) from economic and environmental (E&E) perspectives.

Eight measures are identified for benchmarking the performance from E&E perspectives. A new company performance index I_MVM is constructed to quantitatively generate the historical data of MVMs’ company performance. Autoregressive integrated moving average (ARIMA) models are built to generate the forecast data of the I_MVM. The minimum Akaike information criteria value is used to identify the model of the best fit. Forecast accuracy of the ARIMA models is tested by the mean absolute percentage error.

The construction of the index I_MVM is benchmarked against three frameworks by six benchmark metrics. The I_MVM satisfies all of its applicable metrics while the three frameworks are incapable to satisfy their applicable metrics. Out of 15, 4 MVMs are excluded for benchmarking future performance due to their non-stationary time series data. Based on the forecast I_MVM data, GM is the best performer among the 15 samples in the FY2018.

This research highlights the environmental perspective during vehicles’ production. The development of this approach is based on publicly available data and transparent about the methods it used. The data out of the approach can benefit stakeholders with insights by benchmarking the historical performance of MVMs as well as their future performance.