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1 INTRODUCTION
It is a fact accepted by all industrial and academic
societies that change in production, transportation,
and communication technologies are shaping the face
of the global competitive environment. However, the
academic studies on which strategy style is preferred
by the companies in this competitive environment are
usually those studies conducted on the manufacturing
companies (Fynes et al., 2005; Collins et al., 1998;
Ketokivi and Schroeder, 2004). Many valuable ideas at
the national, regional, and international levels
regarding cost leadership and differentiation
strategies shape the current theory. However, the
recent frequent occurrence of serious environmental
events and the increasing environmental sensitivity in
the eyes of customers force companies to insert
environmental elements among the key determinants
of their business strategies to maintain their current
position in the market. Moreover, the term "green" has
reached an international scope by exceeding
customers' sensitivity to this issue. In this context,
Kyoto Protocol, Paris Climate Agreement, and EU
green agreement texts are prominent treaties and also
have international sanctions. Therefore, the impact on
the environment has become an important strategic
element to be considered by business leaders.
Nowadays, we see that these elements, commonly
referred to as "green", are used as part of
differentiation strategies, and the certificates obtained
are used to create a barrier to entry for the industry. In
particular, ports, which create great economic value as
strategic nodes of global supply chains and have a
negative perception of pollution due to their direct
contact with the world's oceans, are forced to face
"green" certification processes due to increasing
environmental sensitivity and customer demands.
Subsequently, they use the obtained certificates to
gain a competitive advantage. It is surprising to see
that several studies have been conducted on the
environmental impact assessment of ports (Chang and
Wang, 2012; Ross and Kliemann, 2017; Lam and
Is the Use of Green Certification Strategic or Not?
M. Danis
, A.Z. Acar & A. Arslan
Piri Reis University
, Istambul, Turkey
ABSTRACT: Differentiation strategies are the most preferred strategies when it comes to surviving in a highly
competitive environment. And the debate as to whether using sustainability for strategic positioning, e.g
differentiation, is still a hot topic in literature. To that end, we investigated if green certification of 17 Turkish
ports have been used with similar purpose. In this context, this study aims to find out whether the certification
attempts of "green ports" in ports that are strategic nodes of global supply chains are strategically justified or
just an action to catch up with other competitors. Drawing on qualitative analyses, a green port corpus content
has been prepared. This corpus is comprised of 17 green certificated port CEOs’ interviews and their website
contents. The results indicate that the Turkish ports generally carry out practices that follow the trends in the
world, but they mostly implement them to imitate rather than being strategic.
http://www.transnav.eu
the
International Journal
on Marine Navigation
and Safety of Sea Transportation
Volume 16
Number 2
June 2022
DOI: 10.12716/1001.16.02.01
204
Notteboom, 2014), but few studies have been
conducted on the strategic context of these.
While ports, according to the İMEAK DTO, the
industry's umbrella organization, are one of the most
critical elements of the global maritime industry,
which has a growth of $450-500 billion in financial
terms, and are facilities that have strategic importance
to global supply chains, where 85-87% of all
commercial products circulating in global trade stop.
When the topic is evaluated considering our country
surrounded by seas from three sides, we see that 70%
of our borders are on the sea, 50% of our population
lives by the sea, and our maritime industry has a size
of over $17.5 billion (Hürriyet, 2019). Therefore,
research on the maritime industry, which has such
economic value, is expected to help fill the gaps in the
literature regarding management and strategy
research and the industry's approach to
competitiveness. Most importantly, we also tried to
find an answer within the Turkish context for the
ongoing debate as to whether sustainability could be
used strategically with regards to ports.
In this context, the purpose of this study is to find
out whether ports that have obtained green port
certificates by different accredited institutions are
implementing this initiative in line with their
strategies or due to institutional isomorphism by
imitating their competitors' initiatives. To achieve this
purpose, the rhetoric of the senior executives, the
strategic elements on the corporate websites, and the
social media accounts of the 17 port companies in
Turkey that have received green port certificates were
studied using the content analysis technique to
answer the research question.
The rest of this study consists of the theoretical
framework, research hypotheses/assumptions,
research framework, results, and the result and
discussion sections.
2 THEORETICAL FRAMEWORK
2.1 Theoretical isomorphism and Signal Theory
The question of how new organizational styles
emerge is one that theoretical writing tries to answer
the most (Puranam et al., 2014; Rao and Kenney, 2008:
352). However, originally, the emergence of
theoretical writing is based on the question of why
organizations are similar to each other (Sargut and
Özen, 2007). In this context, the simulation effects of
organizational domains have a special significance.
The term organizational domain defines a unit of
analysis that considers organizations with similar
areas of activity and an awareness that they are in a
joint effort, together with the other organizations with
which their relationships have meaning (Scott, 2001:
83-84). This concept can be compared to the term
'industry' in its everyday usage. One of the basic
propositions of the theoretical approach is that
organizations working in the same field become more
similar over time in terms of "culture, structure, and
output(s)" (DiMaggio and Powell, 1983: 147, Radaelli,
2000; Frumkin and Galaskiewicz; 2004; Beckert,2010).
However, empirical research does not look for
similarity along with organizational methods or
different qualities, but on a structural element or
application. (Hambrick vd., 2005: 317). Certification
preferences of management systems have also been
argued in the work on quality management systems
and adaptation due to industrial pressure has been
explained by the purchase of a new theoretical theory
(Heras-Saizarbitoria vd., 2010; Mangiarotti and Riillo,
2013).On the other hand, in the work on the source-
based approach, it was pointed out that certifications
can be considered as strategic resources and that they
are rare and difficult to imitate (Mangiarotti and
Riillo, 2013. By redesigning the inner processes to
obtain a certificate and not only by asking for them,
but the evaluation regarding the element of quality
can also be considered as correct.
The second basic theory of our work, signal theory,
deals with the fact that two sides (organization or
person) do not have enough data and in the case of
information asymmetry, they send some signals to
create an environment for the other side to
understand or to attract their attention (Connelly vd.,
2011). Signal theory is increasingly used in papers on
management (Ehrhart and Ziegert, 2005; Gunther and
Nerkar, 2004; Zhang and Wiersema, 2009). There are
many kinds of research in disciplines such as strategic
management, entrepreneurship, and human resource
management that use this theory as a basis. (Basdeo
vd.,2006 Higgins and Gulati, 2006). The use of
signaling theory to position the certifications of the
environment for the corporate image is not a new
phenomenon (Heras-Saizarbitoria et al., 2020). In this
paper, it is assumed that ports that have received
environmental certifications, as suggested by
signaling theory, indirectly share their strategic
positioning with the public. To do so, port companies
will constantly refer to Green Port and sustainability
through their communication channels and their
management and will try to attract the public's
attention by mentioning these issues in every
interview they give.
2.2 Sustainability
The term "sustainability", which is commonly used
according to the 1987 Commission Report from
United Nations entitled "Our Common Future", is
defined as the ability to meet the needs of the future
while meeting the needs of the present (Daly, 1996: 1).
According to this description, sustainability is a path
of progress that increases social and economic
development with a source-based view. It requires a
more equitable distribution of wealth among nations
and internationally than at present and aims to
eradicate poverty by keeping options open for the
future (Brundtland, 1987).
In light of the studies and arguments currently
found in the literature, the concept of sustainability
can be unified under three terms; environmental,
social, and economic sustainability, and only if these
three components are maintained can sustainability be
realized (Elkington, 1998; Zadek et al., 2001: 9). The
concept of sustainable business has become a popular
research topic in recent years and the number of
studies conducted on this topic has increased.
Similarly, due to environmental pressures or due to
laws and regulations enacted by governments for
205
global linkages, companies have started to take more
precautions and are investing more and more in this
topic. For instance, APH -WPSP Port Economic Effect
Barometer Report (Port Strategy Report, 2020 ) despite
the economic crisis near the COVID - 19 pandemic
45% of the ports that participated in the survey stated
that they will continue with their investment plans for
pick ability as planned earlier.
Operations see sustainability as part of their
strategic planning and are looking for ways to gain a
competitive advantage by seeking new opportunities
in this direction (Parida and Wincen, 2019). Trends
from the business world can also contribute in this
direction, such as digitalization, circular economy,
servitization(Parida and Wincen, 2019). With the
circular economy, the use of materials in production
that has a higher potential of economic recyclability
and the legal incentives; with servitization instead of
providing new products try to find solutions through
the provision of service and finally with quality
digitization from products to service at all stages
sensors, constant connection, the convenience of
analysis lowering the diminution rate is enabled
(Parida and Wincen, 2019). Banking, which is a
completely different industry, has similar efforts. In a
2018 research by ING (ING Sustainability and Finance
Study, 2018), sustainability efforts are mentioned to be
an important strategy in finance and all other sub-
industries related to it. According to this, institutions
with sustainability can benefit from an increase in
approval, lower costs, familiarity with the business,
compliance with laws, ability to access cheap
resources, tax benefits, and attracting young talent
who have just entered the business world. three
pressure elements are mentioned as effective in why
institutions are taking sustainability more and more
seriously. Even though this is a study of the textile
industry (Peters and Simaens (2020)), these three
dimensions can be listed as follows: Corporate
(standards and regulations, customer awareness,
competitive advantage, public pressure),
Organizational (as a strategic tool for business and
corporate reputation), and Individual (upper
management preferences and personal choices).
In this concept, the maritime industry has started
to make a shift towards sustainability in the last year.
This is primarily about reducing costs and protecting
the environment, thereby enhancing corporate image
as well as meeting the demands of customers, the
main shareholders (Teerawattana and Yang, 2019). in
this context, both national and international
comparative indicators have been developed for green
port transformation and certifications are beginning to
be distributed.
As discussed in detail above, scholars claim that
responding to sustainability challenges contributes to
competition and could even determine the survival of
organizations (Lubin and Esty, 2010). Although most
executives are aware of the importance of
sustainability, the lack of a solid roadmap (strategic
vision) and disorganized initiatives obscure the least
benefit from these efforts. With the rise of corporate
sustainability as a mega trend and one of the most
polluting activities, ports have started to transform
themselves into green businesses. The concept of
green ports falling under the purview of green
business is explained in the next section.
2.3 Conceptualization of "Green Port"
The term "green port" was coined in the literature as a
joint research effort between academia and industry
from the perspective of sustainability concerning the
maritime industry (Pavlic et al., 2014). Lawer et al.
(2019) argue that this concept is not new and it has
existed in the relevant literature since the early 1990s.
They further add that the term addresses
environmental issues such as water quality, dredging,
and noise, and indicates proactive initiatives by ports
in their voluntary fight against negative
environmental externalities. In the intervening years,
the concept was expanded to incorporate social
considerations that seek economic growth with
environmental harmony; thus, it has since become
synonymous with sustainable ports. Later, the
definition was expanded to include other issues such
as air quality, climate, and environmental protection.
3 METHODOLOGY
3.1 Scope of the Research
On December 16, 2014, the protocol signed between
the Ministry of Transport, Maritime Affairs and
Communications, the General Directorate of Maritime
Trade (GDMT), and Turkish Standards Institute (TSI)
initiated the "Green Port/ Eco Port" project
(UTIKAD,2014). Under the project, the main
objectives are set as "port facilities that have an
effective, comprehensive and coordinated approach
and implement technical and administrative
arrangements that reduce the environmental impact of
port operations"(TURKLİM,2013). For this purpose,
TS EN ISO 9001- Quality Management System, TS EN
ISO 14001- Environmental Management System, TS
18001- Work Health and Safety Management System
conditions must be complied with within the project,
in addition to some other industry standard
necessities (UDHB, 2015). According to the Ministry,
17 Turkish ports have green port certification and all
these ports were included in the analysis.
3.2 Research Design
The design of the research is based on content
analysis, one of the quantitative research methods. For
this, the analysis conducted by researchers is used
along with the automatic content analysis method
proposed in the literature (Kunz, 2019). Below are the
words used in content analysis within the concepts
addressed in line with the purpose of the research.
These words are compiled from the literature on
sustainability and strategic management.
Strategy (Cost Leadership /differentiation):
strategy, tactics, target, competitiveness, cost,
efficiency, waste, price, capacity, control, level,
process, inventory, standard, time, economic, bargain,
differentiation, new, quantity, creative, different,
206
R&D, development, promotion, leading, innovation,
value, variety, brand, design
Sustainability: Sustainability, Environment,
Environmentally Friendly, Environmental, Green,
Eco, Ecology, Ecologic, Energy, Emission, Carbon,
Clean, Recycling, Pollution, Polluting, Waste,
Discharge, Separator, Leakage, Decontamination,
Exhaust, Fossil Fuels, Fuel, Alternative, Filter,
Dangerous, Risk, Safety, Footprint, Struggle, Friendly,
Nature, Natural, ISO 9001, ISO 14001, OHSAS 18001,
Integrated, Analysis, Quality, CO2, Climate,
Greenhouse Gas, Gas, Trash, Sun, Sound.
In addition to the strategic elements such as vision,
mission, and goals of the official websites of 17 Green
Port certified ports analyzed by the researchers,
speeches, statements, and interviews of senior port
managers and their posts on social media were also
compiled as a dataset and used as secondary data in
our research. In the analysis, 12,474 words were
included as data. Basic content analysis was
conducted using the QDA Miner Lite program.
Interpretive and extrinsic perspectives were used to
process the findings obtained from the analyzed
dataset.
4 RESULTS
Lexical bundles were created by combining the most
frequently used words, the words derived by
evaluating where they were used, and the synonyms,
according to the result of the reference analysis of the
data obtained from the study group consisting of 17
ports. In Table 1, according to the results of frequency
analysis, we can see 30 (thirty) terms that were
frequently used in our database. These terms, which
constitute 17.20% of our database, support the
credibility of our research due to the coverage of the
theory and terms of our research area.
The fact that the terms closely related to the
concept of sustainability, such as clean, recycle,
climate, fight, friend, alternative, filter, separator, and
clay, and the terms closely related to strategies, such
as strategy, tactics, competitors, simple, process, stock,
inventory, waste, price, design, R&D, innovation,
promotion, advertising, and qualification, were not
mentioned in any speech by porch managers is a
surprising discovery.
According to the first assumption of our study the
(1) vision, (2) mission, (3), goals and values in the
official websites of ports that obtained the "green
port" certificate with strategic or sustainability
reasonings have been examined. Their level of
transparency regarding their CO2 absorption has also
been researched (4). Obtained data can be seen in
Attachment 1 and it has been detected that only one
port has shown great performance, five ports have
shown average performance and the remaining has
shown poor and extremely poor performances and
did not meet up to our expectations.
The second assumption assumes that port
establishments that will begin their promotion
activities in this scope (1) will place a copy of the
certificate or a link to the certificate on their websites
and (2) in addition to announcing that they succeeded
to obtain the certificate will also (3) use multiple
publishing channels to make announcements and give
information. Along with this (4) expectations
regarding management giving an interview on
various media channels have also been researched. As
it can be seen on the table in Attachment 1, four ports
performed poorly or very poorly, and 8 ports have
performed very well by actualizing the applications
we provided in detail in our assumptions.
The third assumption, in this context it is to
research how many of the 22 notions previously
assumed to take place in the interviews of port
managements have been used. In this assumption our
data has been scaled as 0-1 very poorly 2-4 poorly, 5-7
average, 8-10 well, 11 and above very well. According
to our findings, nine ports have provided signs on
sustainability that were poor and extremely poor.
Thus, five ports have provided well and very well
indications, one port being very well.
Table 1. Frequency Analysis Findings
__________________________________________________________________________________________________
Line Notion Nu. Ratio (%) Line Notion Nu Ratio (%)
__________________________________________________________________________________________________
1 Port/Sub-port 506 4,06 16 World 47 0,38
2 Container/TEU 125 1,00 17 Delivery/Transportation and Logistics 47 0,38
3 Turkey/Turkish 125 1,00 18 Safety/Health/ISG 44 0,35
4 Environment 113 0,91 19 Capacity 41 0,33
5 Ship/Cruise 110 0,88 20 Commerce/Import/Export 41 0,33
6 Green 94 0,75 21 International/Global 37 0,30
7 Marmara/Ege/Karadeniz 72 0,58 22 Transfer/Handling 36 0,29
/Bölge/Tekirdağ/İstanbul/
Ambarlı/Kuşadası
8 RTG/Gantry/Crane 62 0,50 23 Eco/Ecologic 35 0,28
9 Work/ Will work/Are 62 0,50 24 Occupancy/Operation 35 0,28
working on
10 ISO/TSE/OHSAS/ 59 0,47 25 Fuel/Diesel/LNG/ 34 0,27
Quality
11 Europe/Africa/America/India 57 0,46 26 Electric 33 0,26
12 Management 54 0,43 27 Emission/Gas/Carbon/Carbondioxide 32 0,26
13 Maritime/Seamanship/Seaway 52 0,42 28 Company/Firm/Holding 32 0,26
14 Service 49 0,39 29 System 32 0,26
15 Project 48 0,38 30 Station/Dock 31 0,25
__________________________________________________________________________________________________
207
The fourth assumption, in this context nineteen
different words and/or notions that are related to
strategy have been avoided by port managements in
their interviews. In this assumption, the findings have
been scaled in the frame of what is given in
Assumption 3. According to our findings, twelve port
managements have provided poor or extremely poor
indications. Thus, three ports have provided well and
very well indications, one being very well.
5 RESULTS AND DISCUSSION
The truth is that ports are trading businesses and are
not disposed to spend currency unless it is essential;
so, it is necessary to know the limitations as well as
strategic policy and operational scripts. Ports
nowadays play a larger role than simply handling
shipment on the pier. The resources of their rivalry
and the extent of their effect continue across the
maritime and also depth into the hinterland. Ports'
operational and management strategies are
intertwined with stakeholders on several scales and in
many globes, from regional to worldwide.
In an industry like the port industry, which is
highly competitive worldwide (Notteboom and Yap,
2012), scientific research done on corporate strategies
tends to be more focused on efficiency and profit. The
public gaining more awareness on long term harms of
over- competitiveness (Yap, Lam and Notteboom,
2006) as it triggered strategic changes in many other
industries have also made it compulsory for the port
industry to advance their corporate strategies
regarding differentiation.
The high cost being a certificated green port brings
to ports (TURKLİM, 2013) and how it forces strategic
organizational change supports the belief that
obtaining the green port certificate requires strategic
thinking. Therefore, attempting an investment and
change that has this high cost, just because of a
concern of legitimacy, because it will be aimless and
vain, may not be useful concerning the middle and
long-term competitiveness. Because green port
certification requires company revision along the
process (primarily vision, mission, and values, it is
very important for aims, goals, main strategies, and
co-operations to be harmonious in this context. In the
literature of the strategic field, it is important for
sustainability to be taken into consideration
concerning company strategy (Wang and Ghose, 2011;
Morrison vd., 2011; Garza, 2013; Lemus-Aguilar vd.,
2019). In this research in the same direction, the
necessity of green port certificate being taken into
consideration along with strategic management point
of view is accentuated, and this research aims to
contribute to the field where little research has been
done.
Establishments that aim to be a green port or have
just applied, because of the research lacked a strategic
point of view while starting the process, during and
after the process should position themselves in
correlation with their strategic purpose and targets,
and in this context, it is inevitable for them to
implement promotion strategies and make the
necessary changes in their organizational structures
and business processes.
Qualitative works done with this purpose show
that the Turkish maritime industry follows the global
trends but tends to mostly imitate them. And try to be
a "green port" for keeping their place in the industry
and continuance concerns rather than a strategic point
of view.
5.1 Implications for Practitioners
To yield financial gains in long term by transforming
into a green port, it is imperative to implement a
holistic strategy based on well-planned and well-
prepared programs. For becoming a green port, Lam
and Lee (2019) propose three bottom lines that a port
should manage and balance; these are economic
prosperity, social wellbeing, and environmental
quality. If strategic efforts will not fit with green
policies, all the attempts may go in vain.
5.2 Limitations and Further Research
It may be claimed that the samples are enough for
qualitative work. But it is evaluated that a study done
using secondary data and constructed interview
technique could be stronger. In this context for further
research, a project work that includes interviews is
being planned. Furthermore, in contacts done with the
ministry, it has been found out that other ports have
applied for green port certification and have begun
their work in the matter. These establishments joining
the research can
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