Environmental operations management and its links with proactivity and performance: A study of the UK food industry

Graham, Stephanie; Potter, Antony

doi:10.1016/j.ijpe.2015.09.021

Cited by 78 publications

(111 citation statements)

References 91 publications

(247 reference statements)

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“…Yu et al (2014, p.685 Adebanjo et al (2016), Ajamieh et al (2016), Hsu et al (2016), Kirchoff et al (2016), Lu et al (2016b), Green et al (2015), Amann et al (2014), Mas'od and Chin (2014), Nejati et al (2014), Perramon et al (2014), Hajmohammad and Vachon (2014), Jabbour et al (2013), Youn et al (2013), Choi et al (2013), Choi and Zhang (2012), Lee (2012), Yang et al (2010) Commitment to sustainability (leadership and employees) (8 studies) Dubey et al (2016), Glavas (2016), Benn et al (2015), Wang (2014), Mellat-Parast (2013), Paille and Boiral (2013), Robertson andBarling (2013), Chen (2011) Environmental performance (8 studies) Gopal and Thakkar (2016), Khaksar et al (2016), Golini et al (2014), Lin et al (2014), Sambasivan et al (2013), De Giovani (2012), Green et al (2012), Pullman et al (2009) External Sustainability Management (e.g. SC Collaboration) (7 studies) Graham and Potter (2015), Luzzini et al (2015), Chen and Hung (2014), Yang et al (2013), Wittstruck and Teuteberg (2012), Zhu et al (2012), Paulraj (2011) Green innovation (7 studies) …”

Section: Empirical Research On the Impact Of Sustainability On Performentioning

confidence: 99%

“…This means that there are drivers (antecedents) that help or motivate firms to adopt sustainable practices such as pressure (Adebanjo et al, 2016), top management support (Youn et al, 2013) and site competence for internal sustainability management practices. For external sustainability management some drivers found in the literature were: environmental proactivity (Graham and Potter, 2015), commitment to sustainability (Luzzini et al, 2015) and even internal environmental practices (Yang et al, 2013).…”

Section: Empirical Research On the Impact Of Sustainability On Performentioning

confidence: 99%

“…The first theory posits that a firm, through a set of valuable, rare, inimitable and non-substitutable resources (the ''VRIN'' characteristics) can develop capabilities that provide sustainable competitive advantage (Schoenherr, 2012); and the second theory proposes that proactive environmental efforts may lead to sources of competitive advantage (Graham and Potter, 2015). Firm resources can be related to physical, human and organizational capital resources (Barney, 1991).…”

Section: Theoretical Basismentioning

confidence: 99%

“…Stewardship, or minimizing the costs of product life-cycle (Pullman et al, 2009), is the term used to capture efforts beyond the organizational boundaries, by working alongside other stakeholders in the supply chain (Vachon and Klassen, 2008;Wong et al, 2012). It can be done by setting standards and monitoring them and by developing collaborative relationships with supply chain partners and actively engage in joint problem solving activities (Vachon and Klassen, 2008;Graham and Potter, 2015).…”

Section: Theoretical Basismentioning

confidence: 99%

“…Nonetheless, the win/win situation of a positive correlation between improved sustainability and performance met with mixed results in empirical research (Wagner et al, 2001;Zhu and Sarkis, 2004;Graham and Potter, 2015;Szasz et al, 2016;Adebanjo et al 2016). Some authors found a negative effect of sustainability practices adoption on overall firms' performance (e.g.…”

Section: Introductionmentioning

confidence: 99%

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Sustainability Impact on Manufacturing Operational Performance: An Empirical Investigation

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Section: Empirical Research On the Impact Of Sustainability On Performentioning

confidence: 99%

Section: Empirical Research On the Impact Of Sustainability On Performentioning

confidence: 99%

Section: Theoretical Basismentioning

confidence: 99%

Section: Theoretical Basismentioning

confidence: 99%

Section: Introductionmentioning

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Extant research on environmental management accounting (EMA) has mainly emphasised its impact on environmental disclosures and cost measurements, while the role of EMA in environmental performance has largely been neglected. Hence, the study addressed the literature gap by applying the natural resource-based view (NRBV) and the dynamic capabilities (DC) theory to investigate EMA as a fundamental managerial innovation mechanism that explains the relationship between environmental strategies and environmental performance. Questionnaires were used to gather data from 145 managers of ISO14001-certified Malaysian companies. The results of the Partial Least Squares Structural Equation Modelling (PLS-SEM) analysis demonstrated that EMA mediates the effects of pollution prevention and clean technology strategies on environmental performance but not the effect of the process stewardship strategy.The findings encourage companies to adopt specific environmental strategies to attain better environmental performance through EMA. Moreover, the results highlighted the company limitations in improving environmental performance. The study is one of the first few attempts to integrate EMA with environmental strategies through the application of the NRBV and the DC theory. Additionally, the study provides empirical evidence that efficient EMA management can be transformed into reasonable operational performance and produce positive outcomes.

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Strategic orientations and responsible innovation in SMEs: The moderating effects of environmental turbulence

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The turbulent business environment makes small and medium‐sized enterprises (SMEs) more vulnerable, and their sustainable development faces severe challenges. Responsible innovation, as a new management paradigm that balances profit growth and social value, plays an important role in promoting enterprise's risk resistance and sustainable development. However, there are still few existing research on how to stimulate enterprises to implement responsible innovation. Based on the dynamic capability theory (DCT) and contingency theory, this study explores how strategic orientations affect responsible innovation under various degrees of environmental turbulence. Hierarchical regression was used to test the conceptual model based on data collected from 194 Chinese SMEs. The results indicate that strategic orientations (digital and environmental orientations) positively affect responsible innovation, and environmental orientation plays a stronger role in promoting responsible innovation than digital orientation. Market and technological turbulences play positive moderating roles in the relationship between digital orientation and responsible innovation, while negatively moderating the relationship between environmental orientation and responsible innovation. These findings are helpful to enrich the literature on strategic orientation and responsible innovation and provide practical implications for guiding SMEs to implement responsible innovation.

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Environmental operations management and its links with proactivity and performance: A study of the UK food industry

Cited by 78 publications

References 91 publications

Sustainability Impact on Manufacturing Operational Performance: An Empirical Investigation

Sustainability Impact on Manufacturing Operational Performance: An Empirical Investigation

Promoting sustainable development through strategies, environmental management accounting and environmental performance

Strategic orientations and responsible innovation in SMEs: The moderating effects of environmental turbulence

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