01616nas a2200169   4500008004100000245010700041210006900148260000900217300001200226490000700238520098700245653001501232653003201247100001701279700001701296856013301313       2009                        eng d00aHow Plant Managers' Experiences and Attitudes towards Sustainability Relate to Operational Performance0 aHow Plant Managers Experiences and Attitudes towards Sustainabil  c2009  a278-2990 v183 aManagers are increasingly faced with pressure to think not just about profits, but also about their organization's environmental and social performance. This research provides a first examination of operational managers' experiences with and attitudes about employee well-being and environmental issues, how these factors impact employee well-being and environmental performance, and how the three performance measures interrelate. We use violations of Occupational Safety and Health Administration regulations and Toxic Release Inventory reports of emissions as proxies for employee well-being and environmental performance. Our findings suggest that operational managers do not (yet) think in sustainability terms. However, employee well-being and environmental performance do interact in a significant way with operational performance. Hence, operational managers would benefit from a more complete understanding of the relationships among the elements of the triple bottom line.10aManagement10aStrategy & Entrepreneurship1 aPagell, Mark1 aGobeli, Dave  u/biblio/how-plant-managers-experiences-and-attitudes-towards-sustainability-relate-operational-0