We hinge on a panel data of 4660 firms across 79 countries and over 15 years to explore how country, industry, and firm effects influence firms' CO2 emissions. Our results show that firm effects are the main factor influencing firms' CO2 emissions (32.8% of the total variance), ahead of industry (30.6%), country (29.3%), or country‐industry effects (4.0%). These results highlight the need to overhaul current public policy baselines that mainly focus on environmental regulation and technological development, for the dissemination of proactive environmental practices within the firm also appears to be—at least—as important to ground a low‐carbon future. Our findings should also permeate the rhetoric of the agents setting business collective beliefs and influencing management training, as well as that of international organizations at the forefront of the crusade for decarbonization. By contrast, if the misleading idea of marginal firm effects entrenches in our set of beliefs, it could become a self‐fulfilling prophecy in the normative system under which policymaking and organizational behavior unfold.

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Today's conventional wisdom on competitive strategies advanced at a time when climate change was not an issue. However, increasing requirements for decarbonization may be affecting the soundness of well‐established knowledge, which includes the effect of competitive strategies on performance. Based on 15 years (2005–2019) of panel data on 1264 publicly traded corporations from 34 countries, we find that carbon abatement positively moderates the relation between the intensity of a cost‐leadership strategy and ROA, ROE, and Tobin's Q. A post hoc analysis also reveals, nevertheless, that this requires firms to show a minimum level of cost‐reduction expertise before they can consider harnessing decarbonization for the same purposes. By contrast, the effect of decarbonization on the differentiation–performance nexus only improves for Tobin's Q, thus reflecting their difficulty to monetize climate change efforts in the short term. Overall, these findings not only allow revitalizing a rather stuck literature on competitive strategies and performance but also inform managers about when and why they can expect to achieve decarbonization for free with current competitive strategies.

Purpose The purpose of this paper is to evaluate how temporary labor moderates the relation between two well-known lean initiatives (process flow and process quality) and line productivity. This paper focuses on high-volume, low-variety (HVLV) shop floors, where work experience may not be as relevant as expected and extrinsic motivation of the temporary workforce could become a key driver of individual performance. Design/methodology/approach The authors follow an insider econometrics approach based on panel microdata (1,793 observations) from nine lines over two years in a Spanish manufacturing plant. The authors selected this setting for two reasons: Spain has traditionally had one of the highest levels of temporary employment in the world, so it perfectly represents labor market trends in OECD countries. Simultaneously, the authors also searched for a type of shop floor that could be representative of one of the most common manufacturing environments: a shop floor with highly repetitive and low-complexity work tasks. Findings The results of this paper suggest that in HVLV environments, temporary labor could contribute up to a 1.4% improvement in line productivity, provided there is a strong lean implementation. Otherwise, the use of temporary labor could undermine the positive effects of both process flow and process quality on plant productivity. Originality/value External incentives derived from high levels of unemployment, coupled with manufacturing’s increasing automation and specialization, may be minimizing the weaknesses traditionally associated with temporary workers in lean environments. By contrast, those shop floors lacking lean standards face serious productivity consequences from adjusting to global trends by using temporary work.

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