1

The Relationship between Exporting Performance and the Integrated

Effect of Sustainability Management R&D and Marketing
Hermann Hrdlicka1, Isak Kruglianskas2
Faculty of Economy and Business Universidade de Sao Paulo Management Dept.
Av. Prof.Luciano Gualberto, 908 CEP 05508-010 Cidade Universitria S.Paulo (SP)

The paper presents the findings of an empirical research using a sample of 59 large and important
Brazilian firms with the objective to verify if environmental management practices can influence the
their competitiveness in the international market. Because the sample used was constituted of
Brazilian enterprises, most of them internationalized, it can be considered that the results reflects a
reality that extrapolates the country borders. Using structural equations modeling techniques it was
possible to conclude that the environmental corporate management when integrated with R&D and
marketing promotion provides a significant, relationship with export performance. Besides these
important findings some considerations regarding other relevant characteristics that can influence
the competitiveness are also discussed like: the lack of support from the high level management, the
existence of a very low awareness about the importance of sustainability and also the existence of a
weak communication about sustainability with internal and external stakeholders. Some
recommendations for future researches and for practitioners are also presented.

I.

Introduction
Two topics of interest are being disseminated in different Brazilian media almost

daily and, with rare exceptions, individually: the concern with the environment and the
internationalization of Brazilian companies, with emphasis on the contribution of annual
exports to the balance of trade balance, the latter being one of the levers of development of
Brazil in recent years.
The first explores the sustainability of the planet, with recurring allusion to negative
externalities caused by business and consumption of an increasingly affluent global society.
In the second, we are notified about the success of the contribution of exports to the
Brazilian trade balance, which in 2008 reached a record $ 198 billion [43]; [3], a growth of
approximately 24% over the previous year, as can be seen in Fig. 1, in a scenario where
international trade has undergone significant transformations to take into account the
concept of sustainable development in agendas of multilateral negotiations by members of
the WTO - World Trade Organization [49].

Figure 1-- Brazilian Exports (1999-2008) [44]; [2]

Regarding these two high exposure issues, a question arises: is the current success
of Brazilian exports influenced by environmental management practices adopted by
exporting corporations?
This paper presents part of the results of a survey intended to understand whether
the success in internationalization through exports by companies based in Brazil (mostly of
them global companies) may have been influenced by good environmental management
practices. Its structure includes a background on Brazilian exports, the literature on the
subject of environmental management, the methodology used in the research and some of
its results and conclusions.

II. The context of Brazilian export

Success in Brazilian internationalization takes place through exports from companies
of different sizes (micro, small, medium and large), however, the segment of large
companies dominates the export scenario.

Official statistics compiled by the authors

(considering the period from 2002 to 2007) indicated the total imbalance between the
segments of exporting companies: the large ones contribute with about 90% of the trading

3
of Brazilian exports. In this survey, the biggest contribution was the powerful agribusiness
and food industry (14%), followed by the sectors of mineral fuels (9%), automobiles and
parts (8.8%), minerals (8.1%), which besides other commodities, has been benefitting from
high international prices, since 2002 [63]. By comparison, exports of machinery and
mechanical equipment contributed 6.9%.
However, export growth seems to be below its potential. Despite the opportunities
coming from a world that continues to grow and to consume more food and natural
resources, there are global threats as well, such as high volatility in prices caused by the
global financial crisis of 2008. And even though that crisis was somehow absorbed sooner in
Brazil than in comparison with other countries, the Brazilian economy has weaknesses that
limit such growth.

Among them, insufficient financial or investment policy of in

infrastructure creates a major problem common to different industries in Brazil [20],

especially in internal transportation, translated by production losses, reduced profit,
overhead costs (logistics, storage port, credit insurance, etc..), in other words, creating
negative externalities for society or environmental impacts.
As an example of that, the agribusiness sector is one of the strategic forces of the
Brazilian economy for its high productivity based on widespread technology, favorable
climate (sunshine, rainfall, lack of snow, and other factors), and plenty of arable land.
However, it is in the countryside that environmental damage is more clearly seen or more
catastrophic than in the mining or processing industries. Although dealing with a green
product can cause major environmental impacts because it involves different factors of
production such as irrigation, machinery, fertilizers, pesticides, lime, vaccinations, genetic
engineering. Each of these factors cause environmental effects, the most visible being the
ones caused by erosion as a result of poor soil management (loss of fertility, degradation of
water quality and siltation of rivers, among others). This sector depends mainly on road
transport, which in itself is another great cause of damage to the environment and to

4
human health. Although this means of transport is an essential element to the functioning
of modern societies, it also is one of the biggest emitters of greenhouse gases, noise and air;
Fig. 2 shows the main environmental impacts caused by the food industry which directly
involves the sectors mentioned above - agribusiness and transportation. They represent the
production system and its limits, consumers and the network of support from different
business sectors, and are indicated by squares - different processes in the production chain;
by arrows - the transport of material between the chain; by lines with arrows - transport in a
single direction and by dotted lines - the physical transportation of return for other goods
and materials.

Figure 2 - Environmental impacts of the food production chain

Source: Adapted from [24]

Finally, the agenda of Brazilian exports has potential impacts on nature, but those sectors
have responded by seeking to adjust to new national and international environmental
demands, for such, they need to improve environmental management, monitor
environmental performance constantly and develop clear policies reducing the impacts
mentioned. After all, companies are the cause (directly or indirectly) of the major ecological

5
challenges, but it becomes more evident each day that they are also the only large and wellmanaged institutions with sufficient resources to address these challenges [64].

III. Corporate Environmental Management

The relationship between business and nature is reciprocal: businesses cause effects on
the environment and vice-versa that could impact businesses significantly on their
profitability, reputation, on the morale of their employees, on customer relationships and
on retaining investors. Fig. 3 represents a conceptual model of relations between the
activities of a business and the environment and makes us reflect on why the concern of the
business to better manage their biotic and abiotic elements of their natural environment
creates conditions for measuring national job and business performance of competitive
advantage and corporate social responsibility [1], [9], [15], [21], [30], [33], [52], [57],[58].

Figure 3 - - Relationship between the activities of a business and the environment

Source: [26]

6
This way, the search for virtuous relationship between nature and use of resources
(renewable or not) and economic activities: (i) becomes more important every day, and (ii)
presents itself in different ways, for example, the growing number of environmental
regulatory frameworks (national and international) and pressures from different
stakeholders that have been causing significant reactive or proactive changes in production
systems, marketing and consumption of products and services [7].
In International Trade, the new requirements push towards the adoption of
standards for environmentally friendly products and processes. The product barriers relate
to restrictions on imports of products not covered by the environmental standards, such as
content, volume of packaging, final disposal/ disposition required after consumption, among
others. The product barriers relate to restrictions on imports of products not covered by the
environmental standards, such as content, volume of packaging, final disposal/ disposition
required after consumption, among others. The barriers of process prevent the importing of
products whose process involve environmental damage higher than previously specified
standards, for example, the level of emissions and effluents. In this case, the barriers serve
as environmental trade-offs (arbitrations) with respect to differences in environmental
standards among exporting countries - more restrictive in one country, more lenient in
another [5]. An article dated Nov. 18, 2009 published in the Brazilian newspaper O Estado
de So Paulo points out emphatically that: "Environmental issues give a pretext for
protectionism in industrial countries.
Therefore, appropriateness of implementation of environmental management in
enterprises is not questioned any longer; the question is: How can it be implemented
successfully? [62].To answer it, companies make use of "a pattern of decisions and actions
that are evident over time" - an organizational environmental strategy[50].
Thus, a new concept arises: the enterprise-oriented environment, whose main
characteristic is the effort to reduce the environmental impacts of business either adapting

7
products, processes and organizational structures, or by considering the attitudes of
different stakeholders, and leading business and their performance through activities
environmentally benign [55],[59]. This behavior is reflected in a better position to face
crises: a survey conducted by the consultancy AT Kearney shows that during the global
financial crisis that began in 2008, companies that demonstrate a true commitment to
sustainability and interpret it as a fundamental part of business strategy for long term in the
financial market to create value for shareholders and society, appear to have better results
compared to their peers that are not so committed. Strong corporate governance, best
practice risk management and investments in innovative "green are factors that bring a vital
contribution to prosperity (or rather adaptation to crises) [27], [41],[47], [60].
To bring corporate sustainability maturity concept to a company in the
environmental and competitive terms requires new and necessary capabilities of
managers[16],[22],[31],[32],[61], [62] in (i) identification of opportunities, (ii) creation of
business socio-environmentally oriented, with emphasis on the holistic exercise to
understand the external influences of the legal, cultural, economic, natural and
technological environments as well as (iii) development of employees, enabling them to
perform new functions that meet the requirement of corporate sustainability. To Dyllick
and Hockerts [17] sustainability in the corporate field can be defined as to be meeting the
current needs, direct and indirect - of the various stakeholders in the business enterprise
(customers, suppliers, employees, lobbyists, and others), without compromising the needs
of future stakeholders; so, companies must maintain and grow its base of natural capital,
social and economic development while participating and contributing to sustainable
development (the political sustainability). According to the view of these authors, three
critical factors of corporate sustainability can be identified: (a) the integration of economic,
ecological and social (b) integration between the short and long term, in order to meet

8
future needs and current and (c) the intelligent use of available capital in order to preserve
them from risk of collapse or crisis.
Thus, combining business strategy with environmental and social responsibility is a
major focus of corporate management, which seeks to achieve the principle of sustainability
[48], [57]. Fig. 4 represents the range of key areas of a company that are relevant to
corporate sustainability and indicates some of the functions to be performed by
management to generate sustainable value.
It is imperative, therefore, the transformation of business logic to preserve the
business risks involving the environment, showing its commitment to publish the
environmental performance of their corrective and preventive actions (and uplifting as it
takes its differential) and think (and make you think!) the benefits that comes from attitudes
and organizational behavior, environmentally proactive with the three-dimensional view
that includes: business, nature and society.

Figure 4 - Coverage of areas of activity management to corporate sustainability

Source: Adapted from [56]

9
IV. Methodology
With the objective to empirically verify if good environmental management practices
could have influenced the results of major international exporters, between 2005 and 2007,
a theoretical model was developed using structural equations modeling (SEM) based on a
conceptual model that was firstly conceived and is shown in Fig. 5, in which there is a set of
independent and dependent variables supposedly related to each other, respectively the
performance of environmental management and the export success.

Figure 5 Conceptual Model of the Study

The model presents the performance environmental management as the result of

environmental management and Marketing and Technology activities, the correspondent
indicators that can influence the success in exports, measured here by non-economic and
economic indicators. No attempt was made towards a direct connotation of "cause-effect
relationship between independent and dependent variables, but simply one of mutual
influence, and the independent variables, presumably, have precedence in the temporal

10
interaction in the case: the environmental management practices in relation to the
dependent variables, success in exports [36].
The 60 independent variables were choose from "EBEB 2001 - Environmental
Barometer European Business 2001" questionnaire1- but only the items related to the scope
of specific environmental management issues - environmental actions and their effects [37],
were grouped as shown in Table 1:

Table 1 Independent Variables List

Concept:

Independent variables measurement items

1. Selection of suppliers by environmental development; 2.Influences suppliers by the

environment.
1. Has a published environmental policy;2. Adopts procedures for environmental
laws;3.Performs environmental evaluation;4. Has measurable environmental goals;5.Has a
program to achieve goals;6. Adopts procedures to substitute non renewable products;7.
Define the responsibilities related to the environment;8.Has training and environmental
Enviro
education;9.Adopt goals as part of a continuous improvement process;10.Present,
Management
somehow, environmental information in the annual report ;11.Publish specific
(EM)actions
environmental report;12.Audit the environmental program;13.Have indicators of
environmental performance;14.Compare its environmental performance with the
performance of other companies of the same ;15.Have environmental accounting;16.Have
instruments of environmental contingency in case of accidents.
1. Adopts environmental labeling; 2. Informs the consumer about the environmental
effects of products and processes; 3. Performs market research about the potential of
EM and
green products; 4. Performs analysis of the life cycle; 5. Cooperates with clients and
product/Market
suppliers regarding the environment; 6. Adapts the product according to environmental
regulations of the importing country.
1. Safety and Health; 2. Development and maintenance of quality; 3. Social responsibility; 4.
EM integration General strategy; 5. Training of leaders; 6. Development of products and markets; 7.
Involvement of parties concerned.
EM and Export Degree of contribution of GAE and EXPO.
1. Lack of support from upper management; 2. Slow update about good practices and
Internal
environmental management; 3. Low number of able stakeholders; 4. Limitations of the
Obstacles
financial resources; 5. Organizational Structure not aligned with the environmental policy.
1. Different environmental regulations in the different markets; 2.Lack of fiscal incentives;
3.Low legal demands in the countries to which it exports the most; 4.There are
technological limitations to mitigate the main environmental; 5.Lack of interest I
External
cooperation from suppliers; 6.Lack of interest I cooperation from international
Obstacles
buyes;7.Lack of interest I cooperation from the Sector ;8.There is no demand for more
green products ;9.Lack of financial incentives from banks ; 10. Inexistence of preferences
for exporting companies that are environmentally responsible.
1.Competitive advantage; 2.Corporate image; 3.Value; 4.Retention of Talents;
5.Participation in international markets;6.New Opportunities;7.Profitability in short
EM Effects in the range;8.Profitability in long range; 9.Cost Reduction;10.Gains in Productivity;11.Better
company
insurance
contracts;12.Better
access
to
bank
loans;13.Satisfaction
of
owners/shareholders;14.Satisfaction of company managers;15.Satisfaction of internal
stakeholders.
Procurement

The European Business Environmental Barometer 2001 is an international survey on the environmental practices of European
manufacturing companies regularly administered by different European countries. It includes, for example, management
activities, environmental management systems, impacts on production and others.

11
Table 2 shows the dependent variables related to outcome indicators of exports
and, in this study were selected based on data in the literature [34].[6],[65], [10],[40], [42].

Concept
Growth and
Market Share

Regional
contributions
R&D and
Promotion

Table 2 Dependent Variables list

Dependent variables measurement Items
1.Real Growth % Expo; 2.Growth % International Market Share; 3.Growth % World Market Share;
4.Noticed Growth % intensity expo; 5. Noticed Growth % profitability expo; 6.Manager level satisfaction
with export.
1) Africa; 2) South and Central Americas; 3) North America; 4) Oceania; 5) Asia; 6) CE; 7) Middle East.
1. Level of proximity to final consumer; 2.Investment in R&D Percent over Sales; 3. % of
Expenditure Promotion with Sales; 4. Managers Perception of Product Growth in the market.

The data collection questionnaire was: (i) structured, with most consisting of closed
questions and fewer open when seeking more specific data, (ii) not disguised, because the
respondents were introduced to the objectives and importance of the research and (iii) and
self-filled by respondents through web page access. Software was developed in order to
control its validity, data recovery and monitoring of fill, without, however, disabling/
disclosing the security and confidentiality. A sample of Brazils leading exporters was listed
by export value in the period 2005 to 2007, and 331 companies were requested to
participate in the survey but only 59 answered, representing 18% of the number of
companies listed as shown in Table 3, and 23% of the total exported in the period.
For the multiple relationships analysis between the independent and dependent
variables a structural equation modeling (SEM) was used in the analysis and model building,
helped by the software SmartPLS [53]. The SEM is a statistical technique based on
covariance structures that has become popular for testing and estimating causal
relationships by using a combination of statistical and qualitative causal assumptions based
on theory. SEM can create models confirming this theory, or be used as an exploratory
manner for knowledge building [14], [29], [38].

12
Table 3 - Sectors, export value and relative share of the
firms participating in the research
INDUSTRY

TOTAL FIRMS

U.S$ M

Agribusiness and food

15

28,777

42,8

Vehicles and Parts

11

13.635

20,3

Rubber

1.987

3,0

Shoes

176

0,3

International Trade

1.323

2,0

Leather

386

0,6

Electronics

2.166

3,2

Lumber

245

0,4

Machinery and equipment

947

1,4

Mechanical

1.120

1,7

Paper and pulp

4.764

7,1

Chemicals

5.529

8,2

Steel and metallurgy

6.250

9,3

TOTAL

59

67.305

100,0

V. Results

Based on the conceptual model proposed, and on applying the procedure

recommended by the literature when dealing with structural equation modeling, the initial
model composed by 60 manifest variables was estimated and is shown in Fig. 6. Soon after
that, the refining process was started by using the method of direct estimation (Hair JR.et
al., 1998) and the independent variables with low factor load were disregarded.

13

Figure 6 Initial model estimated directly from dependent and independent variables

In sequence, the model was simplified thru variable reduction method creating 6
composites to the construct Enviro Mgm Best Practices. Inspired by different authors, we
created 3 new second-order latent variables denominated Productivity Gains,
Satisfaction and Financial Issues, which had satisfactory levels of reliability. Fig. 7 shows
the new latent variables and composites created.
A careful analysis of the new model (Fig. 7) shows statistical results with a low
correlation coefficient between the latent variables Enviro Management Effects(0,106),
P&D MKT Investments(0,120) and Export Success. In order to have a better
understanding about these relations we continue to explore and, in sequence, we created a
moderator variable called Enviro MGM Matched with R & D MKT (in purple) from the
multiplication of the variances of the latent variables Enviro Management Effects and R
& D MKT Investments and. Thus, it was the final model presented (Fig. 7), which

14
theoretically is not unique, but one of the likely models that can be developed using the
structural equation modeling technique.

Figure 7 Final model estimated thru composites including moderator variable

Table 4 shows the reliability indicators generated by software that surpass, in their
majority, the parameters of the last line, thus taking the model (i) presenting sufficient
internal consistency without departing from the logic of the business and from theory raised
: (ii) by being the result of a series of modifications for estimating the best possible results
from the latent variables, including the fact a moderator variable was established for this
purpose, and (iii) considering that the model is not unique and other models may be
established using the same technique and the same scope, the generation phase of
competing models was deemed closed.

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Table 4 - Statistical results of the final processed by PLS
Latent variable

Communality

Composite
Reliability

EM* Good Practices

0,417210

0,801839

EM Effects

0,448563

0,905760

EM Effects * Investments

0,351495

0,923392

Productivity Gains

0,662712

0,921543

Investments

0,677679

0,798717

Satisfaction

0,653334

0,882092

0,477479

0,819341

Export Success

0,786208

0,916815

0,132721

0,865712

Financing Conditions

0,764758

0,866699

0,577537

0,692433

Pattern

0,5

0,6

0,2

0,7

R2

Cronbach
Alpha
0,700319

0,531985

0,885658
0,926239

0,821536

0,897139
0,686247

(*) EM means Environmental Management

As anticipated, the resulting model has been replicated (bootstrapping) and the
results are shown in Fig. 8:

Figure 8 - Final model estimated by bootstrapping replication (n = 150)

We note the occurrence of only two cases with values less than 1.9600 (which is the

cutoff parameter significance level of 5% for the bilateral test T of Student represented by
the associations P&D MKT Investments and Export Success, and between Enviro

16
Management Effects and Export Success and which per se have a reasonable level of
impact. However, the moderator variable produced, Enviro MGM Matched with P&DMKT (the purple symbol in the Fig. 7) provides superior results if compared to the cutoff
parameter mentioned.
VI. Discussion of results

The various models processed and modified as the procedure suggested in the
literature, the parameters of reliability presented and conceptual model based on the
literature allow the verification of some results of interest to managers.
A first result that does not appear in the final model concerns the little influence
among some of the characteristics of the company on its environmental practices identified
in the first use of the software. The result did not follow the conclusions of some studies
that found, for example, that company size (the number of employees) affects the practices
of environmental management, where larger companies have better environmental
practices than smaller companies. The logic is the understanding that larger firms have
higher investment capacity and organization to achieve better performance, for example,
better environmental performance. The contrast lies in the economies of scale that we
imagine existing in a large company, and presuppose heavy investments to adapt or change
existing processes by new greener ones, for instance.
Accordingly, export is subject to international regulatory standards, markets
requirements and other external pressures; therefore, without exhausting other
possibilities, to introduce or adapt greener processes export companies demand tax relief,
environmental standards and cooperation with business value chain. This interpretation
finds insight in the estimated model of Fig. 6: the latent variable "Enviro Mgt Best Practices"
reflects satisfactory factor loads of different manifest (independent) variables; but
coefficients of determination (R2) draws attention for the less expressive composites

17
"Internal Obstacles "and" External Obstacles. In the latter three variables draw our
attention: i) lack of tax incentives for businesses to reach a better environmental
performance, ii) the lack of legal environmental standards in international trade and iii) lack
of cooperation of suppliers in developing new processes for smaller impact on the
environment.
As a second result, the creation of the third order latent variables, and their
correlation with the variable "Enviro Mgmt Effects enriched the model and confirmed
different studies [13];[54];[28];[19];[25]. Although there is no consensus on the main
motivations of firms to commit to environmental performance [45],[60], reducing the
number of variables and creating new latent variables, as recommended by the
methodology of SEM, made the model clearer to identify gains about: (i) productivity, (ii) the
financial conditions (represented by more attractive rates on bank loans and insurance
policies contracted), and (iii) satisfaction of shareholders (and stakeholders) as being effects
caused by good environmental management practices.
As another result of this study, no appropriate level of adequate explanation was
obtained to the construct R&D Mkt investments; R&D and marketing expenditures are
highlighted as accelerators of export performance in different studies [6],[65]. It is
interpreted that there is no significant influence of the effects of environmental
management and the P&D and marketing investments mentioned on exports when
approached individually.
Conversely, in the literature, we know that investments in R & D and Promotion are
associated with results in exports; in other ways, the existence of environmental innovation
strategy involves the performance business (including exports) determined by the practices
adopted, especially concerning those related to environmental aspects [18]. In addition,
they are determinants of environmental innovation, according to Kemp [35] apud Kiperstok
et al. (undated): (i) the incentives, which depend on the degree of competition, costs,

18
demand conditions and appropriate conditions for economic benefits that may be
appropriate, (ii) the ability to combine knowledge from different sources to produce a new
product or process, and (iii) the ability to manage this process.
So it would be reasonable to explore the association of the effects of good
environmental management practices and investments in R & D and Promotion through its
covariance in a new moderator variable, which translates the combined influence of these
variables and the environmental management effects. In fact, the result of this association
showed a coefficient of determination somewhat significant on the success in exports, and a
greater level of significance, explaining that this association explains better the imagined
model.
Thus, the interpretation of the final model suggests that good environmental
practices by Brazilian exporters do not influence the success in exports per se, however, by
combining the best environmental practices with investment related to marketing and R&D,
the quality of the association improves greatly.

VII.

Conclusions and recommendations

The study provided some conclusions about the influence of good environmental
management practices for the exporting success of Brazilian firms, considering three main
themes: environmental management, corporate investments in R & D and marketing, and
the impact of all these areas as a group.
First, the Brazilian export companies present different levels of effort as far as the
environmental management in its international business is concerned. Good environmental
management practices are best expressed: (i) by the guidance to the product or market, (ii)
by the care in selecting (and influencing) suppliers, based on environmental performance in
order to avoid being contaminated by negative externalities caused by these partners, and

19
(iii) by the maturity in the environmental actions taken by the companies such as having a
published environmental policy, having goals and programs to achieve those goals, defining
responsibilities, having environmental performance indicators, auditing their programs and
presenting such environmental information, in the balance sheet. It was clear, though, that
the valuable tool of control and communication represented by the environmental
accounting is not widely adopted in the companies included in the sample - which implies a
larger effort to highlight relevant aspects of its performance, the environmental impacts
and, consequently, the performance of environmental management.
Concerning the level of integration with other corporate functions -

a maturity

indicator of corporate environmental management function, it seems that there is still no

complete understanding of the role of environmental management in dialogue with
stakeholders, for example, in developing a product with superior environmental
performance, among others. Conversely, although the insertion of an ecological variable in
the overall strategy has been maturing in the sample companies, environmental
management (in the broad sense) is still regarded as a supporting component, although
having a level of participation in board meetings.
Data analysis suggests that there are internal obstacles, such as: (i) lack of support
from upper management demonstrated by its commitment not ii) by an environmentally
conscious business still in the stage of reaction to external pressure, and iii) lack of
communication of environmental initiatives for the company's internal or external
stakeholders, here systematized by the use of environmental labeling or information about
the environmental effects of products and processes.
Another internal barrier regards the continuity of environmental education as a
strategy for building environmental awareness among employees and external stakeholders.
The data collected suggest that training sessions have not been effective, be it due to: (i) the
failure to identify training needs for the tasks that cause environmental damage, or (ii) to

20
communicate the importance of environmental policy of the functions, responsibilities and
consequences regarding the lack of compliance with recommended procedures [8]. In other
words, it seems that training in environmental management in enterprises have pursued,
only as a priority, the ISO 14000 certification [39],[46],[51].
As for the external obstacles to the integration of environmental management in the
business, the survey found the following: (i) a variety of environmental regulations in
different markets served; (ii) the lack of fiscal or financial incentives, and (iii) low demand for
more "green". In fact, the diversity of environmental regulations in different countries
creates obstacles of all kinds, for example, a country with lax environmental laws may make
their market attractive to companies that have lower environmental responsible behavior
(usually by selling at lower prices) or in the opposite case, local laws may create non-tariff
barriers to that market. In turn, fiscal or financial incentives can become elements of
subsidies for exports of green products.
The research confirms that good environmental management practices can
positively impact on: (i) productivity gains, (ii) better credit terms to leverage capital from
third parties, and (iii) satisfaction of managers, employees and shareholders, either by good
corporate image or due to better business results. These effects are described in the
literature [4];[7];[11];[12];[19];[33].
Finally, in answer to research adviser (do good environmental management
practices influence export performance?), we observed that there is some influence, but not
statistically significant when considering only the isolated effects of good environmental
management practices.
This is plausible: an exporting company coordinates and harmonizes various
functional efforts guided by strategies consistent with the proposed objectives.

But

considers in its establishment: the perceptions about the markets served, the desires of
stakeholders in relation to products that cause less environmental impact, socio-ethical

21
factors involved in the entire value chain, in business communications, and especially the
view a common future. This implies that looking only to the effects of best environmental
management practices could not explain export business success. Recalling Demming [23],
the creator of Total Quality Management in [...] a well-organized system, all components
(functions) work together to support each other. Thus, a well-oriented and well managed
production system presents the essential conditions to be successful. It is worth pointing
out that the literature did not find mention of such a holistic relationship between corporate
environmental management and other corporate functions and exports, so it is a point to be
considered in future works.
It is worth emphasizing the importance of the implications of other facts suggested
by the results of the study regarding the effects of good environmental management
practices in the companies surveyed: good environmental management practices create
opportunities and enable share gains in international markets, affect the profitability in the
short and long term, and generate shareholder value.
It should be recognized, however, that the research has limitations that should be
considered in interpreting any generalizations: (i) the search was marked by a field study,
quantitative, statistical, descriptive, ex post facto and cross, since it covered the period
2005-2007, (ii) due to the large number of variables that were used and which may interfere
with the interpretation of results; (iii) was based on respondents' perceptions about events
in the past, and iv) was based on a sampling by convenience, not probabilistic one. Another
aspect to be considered, concerns the subjectivism that can be introduced by the structural
equation modeling methodology, that despite the advantages, it offers of multiple models
that can be developed from the same data; the final model depends on how the researcher
interprets the conceptual model, or how robust its theoretical foundations are.

22
It is recommended that further research be performed for all segments of companies:
large, medium and micro and small that make up the large number of exporting firms,
adjusting accuracy to the model through replication in considerable number of estimates.

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