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Responsible Environmental Management: Sustainable Strategy Models for the Future

APTISI Transactions on Management (ATM) · Vol. 8 No. 3 (2024) · pp. 195–203

DOI
10.33050/atm.v8i3.2358
ISSN
2622-6804, 2622-6812
Published
2024-09-30
Publisher
Pandawan
Language
en
License
creativecommons.org/licenses/by-sa/4.0

Abstract

The aim of this study is to explore the relationship between responsible en- vironmental management and business performance, emphasizing sustainable strategy models that enhance both environmental sustainability and profitability in modern organizations. Using Partial Least Squares Structural Equation Modeling (PLS-SEM) with SmartPLS, data were collected from 150 medium to large organizations across multiple industries, including manufacturing, retail, and energy sectors, all of which have implemented formal environmental man- agement initiatives. The findings reveal a statistically significant positive impact of responsible environmental management on both environmental sustainability (β = 0.72, p < 0.01) and business performance (β = 0.65, p < 0.01). Addi- tionally, environmental sustainability was found to positively influence business performance (β = 0.54, p < 0.01). These results validate the relevance of models such as the Triple Bottom Line and Circular Economy, providing action- able insights for companies aiming to enhance competitiveness while achieving sustainability goals. This study highlights the practical implications for busi- ness leaders and policymakers, particularly in fostering sustainable practices that align with both regulatory demands and long-term profitability. Future research is recommended to explore the longitudinal impacts of these strategies across different sectors and regulatory environments.

Keywords

Collaboration network of the authors

40 authors · 112 co-authorship links · 7 across different organisations · showing the 40 most connected

Hover or tap a name to highlight its co-authors. Double-click to open the author's page.

  • Universitas Catur Insan Cendekia Cirebon
  • Universitas Raharja
  • Affiliation unknown
  • Different organisations
  • Same organisation
  • Affiliation unknown
  • Thicker line = more joint articles · bigger circle = more articles
Show as table
Co-authorOrganisationJoint articles
Aditya Kurniawan ChandraAffiliation unknown2
Mochamad Heru Riza ChakimAffiliation unknown2
Untung RahardjaUniversitas Raharja1
Suwandi SuwandiUniversitas Catur Insan Cendekia Cirebon1
Eka Purnama HarahapUniversitas Raharja1
Chairun NasUniversitas Catur Insan Cendekia Cirebon1
Raihan RaihanAffiliation unknown1
Eli Ratih RahayuAffiliation unknown1
Zinhle NdlovuAffiliation unknown1
Sondang Visiana SihotangAffiliation unknown1
Najalia MalikaAffiliation unknown1
Ellen DolanAffiliation unknown1
Ronal ApriantoAffiliation unknown1
Asep SutarmanAffiliation unknown1
Richard Andre SunarjoAffiliation unknown1
Rifqa Nabila MutiAffiliation unknown1
Ethan AptmanAffiliation unknown1
ALIYAHAffiliation unknown1
Greian April PangilinanAffiliation unknown1
Dimas Bagus SaputraAffiliation unknown1
Ahmad Wijaya KusumaAffiliation unknown1
Yuwan JumaryadiAffiliation unknown1
SamidiAffiliation unknown1
RichardAffiliation unknown1
Adam FaturahmanAffiliation unknown1
Sandy KosasiAffiliation unknown1
Dhiyah Ayu Rini KusumawardhaniAffiliation unknown1
Nuke Puji Lestari SantosoUniversitas Raharja1
Marviola HardiniAffiliation unknown1
Dwi JulianingsihAffiliation unknown1
Sudadi PranataAffiliation unknown1
Untung RahardjaAffiliation unknown1
Ihsan Nuril HikamAffiliation unknown1
Abdul Wahab Abdul RahmanAffiliation unknown1
Ma’mun MurodAffiliation unknown1

Affiliations come from OpenAlex; journal OAI-PMH metadata carries none. Authors without an OpenAlex ID are matched by name, which can merge or split people.

Metadata source: OAI-PMH (metadata jurnal) https://ijc.ilearning.co/ATM/oai, first harvested 6 Nov 2026, last seen 8 Nov 2026.
Original metadata (oai_dc) 
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	<dc:title xml:lang="en">Responsible Environmental Management: Sustainable Strategy Models for the Future</dc:title>
	<dc:creator xml:lang="en">Lukita, Chandra</dc:creator>
	<dc:creator xml:lang="en">Wahyudin Anugrah, Rio</dc:creator>
	<dc:creator xml:lang="en">Aulia Anjani, Sheila</dc:creator>
	<dc:creator xml:lang="en">Fitriani, Anandha</dc:creator>
	<dc:creator xml:lang="en">Mkhize, Thabo</dc:creator>
	<dc:creator xml:lang="id">Mkhize, Thabo</dc:creator>
	<dc:subject xml:lang="en">Responsible Environmental Management</dc:subject>
	<dc:subject xml:lang="en">Sustainable Strategy Models</dc:subject>
	<dc:subject xml:lang="en">Environmental Sustainability</dc:subject>
	<dc:subject xml:lang="en">Business Performance</dc:subject>
	<dc:subject xml:lang="en">SmartPLS</dc:subject>
	<dc:description xml:lang="en">The aim of this study is to explore the relationship between responsible en- vironmental management and business performance, emphasizing sustainable strategy models that enhance both environmental sustainability and profitability in modern organizations. Using Partial Least Squares Structural Equation Modeling (PLS-SEM) with SmartPLS, data were collected from 150 medium to large organizations across multiple industries, including manufacturing, retail, and energy sectors, all of which have implemented formal environmental man- agement initiatives. The findings reveal a statistically significant positive impact of responsible environmental management on both environmental sustainability (β = 0.72, p &amp;lt; 0.01) and business performance (β = 0.65, p &amp;lt; 0.01). Addi- tionally, environmental sustainability was found to positively influence business performance (β = 0.54, p &amp;lt; 0.01). These results validate the relevance of models such as the Triple Bottom Line and Circular Economy, providing action- able insights for companies aiming to enhance competitiveness while achieving sustainability goals. This study highlights the practical implications for busi- ness leaders and policymakers, particularly in fostering sustainable practices that align with both regulatory demands and long-term profitability. Future research is recommended to explore the longitudinal impacts of these strategies across different sectors and regulatory environments.</dc:description>
	<dc:publisher xml:lang="en">Pandawan</dc:publisher>
	<dc:date>2024-09-30</dc:date>
	<dc:type>info:eu-repo/semantics/article</dc:type>
	<dc:type>info:eu-repo/semantics/publishedVersion</dc:type>
	<dc:format>application/pdf</dc:format>
	<dc:identifier>https://ijc.ilearning.co/ATM/article/view/2358</dc:identifier>
	<dc:identifier>10.33050/atm.v8i3.2358</dc:identifier>
	<dc:source xml:lang="en">APTISI Transactions on Management (ATM); Vol. 8 No. 3 (2024): September; 195–203</dc:source>
	<dc:source xml:lang="id">APTISI Transactions on Management (ATM); Vol 8 No 3 (2024): September; 195–203</dc:source>
	<dc:source>2622-6804</dc:source>
	<dc:source>2622-6812</dc:source>
	<dc:source>10.33050/atm.v8i3</dc:source>
	<dc:language>en</dc:language>
	<dc:relation>https://ijc.ilearning.co/ATM/article/view/2358/856</dc:relation>
	<dc:rights xml:lang="en">Copyright (c) 2024 Chandra Lukita, Rio Wahyudin Anugrah, Sheila Aulia Anjani, Anandha Fitriani, Thabo Mkhize (Author)</dc:rights>
	<dc:rights xml:lang="en">http://creativecommons.org/licenses/by-sa/4.0</dc:rights>
</oai_dc:dc>