impacts (Darbra et al., 2004, 2005; Gupta et al., 2005; Wooldridge et al., 1999). Recently, some authors analyzed strategic issues (Haezendonck et al., 2006; Denktas-Sakar and Caratas-Cetin, 2012) and management and operations of green ports (Acciaro et al., 2014) contributing to identify the value added that environmental performance might bring to ports. Few studies in the literature researched the impact of sustainability in port management. The main portions of these studies only consider the environmental aspect of sustainability (Gouliemos, 2000; Peris-Mora et al., 2005; Let at al., 2014; Villalba and Gemechu, 2011) or considered both economic and environmental impacts simultaneously (Asgari et al., 2015). Yap and Lam (2013) studied the impact of the port’s spatial expansion development to the environmental, economic and social dimensions. Rather than taking note of green port practices where the port is already in operations, they emphasized that it is even more important to address ecological issues at the planning stage and before terminal construction for any future port development projects.

2.3. Impact on Sustainable Development (Environmental Dimension)

Environmental management is increasingly practiced as an essential component of the business plan of any operation that claims to be sustainable, efficient and compliant with legislation that is particularly evident in port activities (Puig et al., 2015). Implementing environmental programs and green marketing strategies would lead to better environmental performance (Gimenez et al., 2012; Rao, 2002; Zhu and Sarkis, 2004) and firm competiveness (Yang et al., 2013). Promoting and practicing ISO 14001 series would enhance environmental performance (Saengsupavanich et al., 2009; Yang et al., 2013).

Activities to reduce environmental damages are consistently needed as well (Wagner and Schaltegger, 2004; Yang et al., 2013; Zhu et al., 2007). Monitoring programs are implemented to reduce the opportunity  of having business partners acting unethically or even illegally in terms of environmental and/or social issues (Carter and Rogers, 2008; Simpson and Power, 2005). It is found that audits, evaluation, assessment practices of business partners have positive impact on environmental performance (Saengsupavanich et al., 2009; Yang et al., 2013).

It is important for port authorities to continuously collaborate with shipping companies to reduce environmental damage they produce. Reducing CO2 emissions is an essential issue for the container shipping industry in achieving environmental and economic sustainability (Buhaug et al., 2009; Qi and Song, 2012). Ports differentiate port dues for ships with low sulfur content emissions or with voluntary vessel speed limit (Puig et al., 2014). Lai et al. (2011) proposed a conceptual framework with several proposition to promote green shipping practices in shipping operations. Green practices in the shipping industry such as using clean- burning low sulfur fuels, environmental-friendly materials and equipment, and adopting environmental friendly design shipbuilding have positive impact on green performances and firm competitiveness (Yang et al., 2013). It is also suggested that regular exercise of Port State Control for ship inspection is needed for a sustainable development port (Saenguspanvanich et al., 2009). Ports need to collaborate with urban authorities to evaluate projects as inhabitants around the port’s areas may complain about port activities that could result in a serious conflict between a port and its community (Daamen and Vries, 2013; Wiegmans and Louw, 2011).

Meanwhile, internal social programs such as employee welfare, education and training play an important part in environmental management (Wu and Goh, 2010) as they have been positively related   to

the reduction of potentially damaging environmental practices and lead to improvements on environmental performance (Florida, 1996; Gimenez et al., 2012; Marshall et al., 2005).

2.4. Impact on Sustainable Development (Economic Dimension)