ABSTRACT
Patterns of EMA use illustrated in the cases explored range from the simple to the complex depending on the decision settings facing individual companies, and on the individuals within companies whose decisions can be supported. The different decision-making situations stylised by Burritt, Hahn, and Schaltegger (2002) and examined in Chapter 17 reflect various aspects of the relevance of EMA to decision-making: physical/monetary EMA tools; past/ future EMA tools; short-term/long-term EMA tools; application of EMA tools on a regular/ad hoc basis; and complex tool combinations to measure eco-efficiency and eco-effectiveness. Given the variety of patterns of EMA application, no generally valid, concrete management consequences can be justified. Although popular and an aspiration, any promotion of one EMA method or a limited choice of EMA tools needs to be rejected as having too narrow a focus because it does not take into account the different rationales, motivations, and decision situations leading managers to implement EMA. Instead, the case studies showed that a thorough analysis of the decision situation and reflection on goals, motivations, and rationales are needed in the design of useful and applicable EMA patterns which best support managers in their desire to achieve individual and corporate goals.
