Case study of strategic leveraging of green practices at large manufacturing and service-orientated firms

The acceptance of eco‐friendly strategic practices is often based on lean operational strategies. Based on a stakeholder perspective, going green seems to be moving in unique and interesting ways, especially when eco‐friendly initiative actually benefits stakeholders and the effect it had on the triple‐bottom line. Using a case‐study method, as well as stakeholder theory, the present study explored the importance of eco‐friendly and socially responsible practices with a major manufacturer and service provider in the Pittsburgh, PA metropolitan area, with global as well as local significance. Through much research has identified that the problem of organisations facing a financial disadvantage for going green, it was found that the complete opposite was true. This conclusion is based on the observation that the cost of implementing green strategies were rather minimal or incremental, and the benefits of boosting stakeholder confidence and productivity earned in the long run out‐weighed the initial start‐up costs that the organisation may incur in the short‐run.