PurposeThis study aims to examine the impact of perceived institutional force on environmental strategy, and the moderating role of institutional incompleteness.Design/methodology/approachThis study tests hypotheses employing hierarchical regression model based on a survey of 317 Chinese manufacturers.FindingsThe results reveal that perceived business and social force have positive impacts on symbolic environmental strategy. Perceived social force has a positive impact on substantive environmental strategy and a negative impact on greenwashing. Further analysis suggests that perceived social force has a stronger effect on substantive environmental strategy than perceived business force. Moreover, institutional incompleteness strengthens the impact of perceived business force on substantive environmental strategy, and the impact of perceived social force on symbolic and substantive environmental strategy.Originality/valueThis study establishes a framework integrating distinct types of perceived institutional force and environmental strategy and provides a new perspective on measuring greenwashing to extend environmental strategy literature.

Despite the increasing awareness in perceived institutional force, whether and how it affects firm performance has not been confirmed. According to stakeholder theory, this article explores how perceived institutional force influences different types of firm performance via employee green involvement, as well as the moderating role of flexibility-oriented culture. We collect two round data from 317 Chinese manufacturers to examine the hypotheses. The findings manifest that both perceived business and social force promote employee green involvement. Employee green involvement partially mediates the effect of perceived business force on financial performance, while fully mediates the effect of perceived business force on environmental performance. Additionally, employee green involvement partially mediates the effects of perceived social force on financial and environmental performance.Our research also indicates that flexibility-oriented culture positively moderates the impacts of perceived business and social force on employee green involvement. This research enriches the institutional force literature by verifying how and under what conditions it impacts firm performance.

Inclusive innovation is critical for poverty eradication and literature has identified several factors affecting inclusive innovation. However, our understanding of how organizational unlearning affects inclusive innovation is still limited. This study explores how organizational unlearning affects two dimensions of inclusive innovation (i.e., symbolic and substantive) via supply chain green learning and the moderating role of green control ambidexterity. We develop hypotheses based on organizational learning theory and organizational control theory and test hypotheses using survey data from 217 Chinese firms. The results indicate that supply chain green learning mediates the impacts of non-environmental forgetting and environmental change on symbolic and substantive inclusive innovation. The results also reveal that the balanced dimension of green control ambidexterity strengthens the positive impact of supply chain green learning on substantive inclusive innovation, while the combined dimension of green control ambidexterity weakens the positive impact of supply chain green learning on symbolic inclusive innovation. This study enriches the literature and practice in the field of inclusive innovation and organizational control.

Purpose -Although the importance of green supplier integration (GSI) has been recognized, the knowledge of how it can be enhanced is still limited.Using insights from transaction cost and resource dependence theories, this paper aims to explore how to balance coercive and non-coercive powers to enhance GSI and the mediating role of relationship commitment and the moderating role of relationship closeness.Design/methodology/approach -To validate the hypotheses, this study conducted hierarchical regression analysis and bootstrapping using the survey data collected from 206 Chinese manufacturers. Findings-The results indicate that coercive power undermines normative commitment, while non-coercive power promotes normative and instrumental commitments. Both normative and instrumental commitments enhance GSI. Normative commitment mediates the impacts of coercive and non-coercive powers on GSI, while instrumental commitment only mediates the impact of non-coercive power on GSI. Moreover, supplier trust and dependence negatively moderate the positive link between instrumental commitment and GSI. Practical implications -Executives should carefully balance coercive and non-coercive powers to encourage firms to maintain good relationships with suppliers and develop common environmental values under different mediating This chapter is based on a journal article: