How Is Environmental Proactivity Accomplished? Drivers and Barriers in Firms’ Pro-Environmental Change Process

Valero-Gil, Jesús; Torres, Pilar Rivera; Garcés-Ayerbe, Conchita

doi:10.3390/su9081327

Cited by 28 publications

(25 citation statements)

References 89 publications

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“…Environmental collaboration (Horbach et al, 2012;Wagner, 2007), green skills (Cainelli, Mazzanti, & Montresor, 2012), market pressure (Nesta, Vona, & Nicolli, 2014;Ziegler & Rennings, 2004), and export behavior (Christmann & Taylor, 2001; Lanoie, Laurent-Lucchetti, Johnstone, & Ambec, 2011) are positively and directly related to EI. However, scholars have often argued that there was an intermediate driver that mediated these relationships (see, e.g., Del Río, Carrillo-Hermosilla, et al, 2016, Valero-Gil et al, 2017, and this is also suggested by our interviewees, who confirmed that these EI drivers congregated the resources and capabilities of the firms via environmental strategies to promote EI. 4 Thus, because environmental strategy is a key variable that mediates the relationship between different drivers and EI, the focus in this paper is precisely on such mediating role.…”

Section: Indirect Effects On Ei Through Environmental Strategysupporting

confidence: 80%

The missing links? The indirect impacts of drivers on eco‐innovation

Keshminder

Rı́o

2019

Corp Soc Responsibility Env

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The drivers of eco-innovation (EI) have been the focus of much research in the past. Some of these drivers have been external to the firm, such as regulation, whereas others have been internal, including its resources and capabilities and its environmental strategy. However, the analysis of the impact of those drivers on EI has too often been carried out as if they were separated from each other. In reality, the EI drivers are likely to interact. This paper tries to cover this gap in the literature using a holistic and integrated approach. Survey data from 97 chemical firms were analyzed using partial least squares to determine the critical drivers of EI and their interconnections. Our results indicate that, in fact, the impact of some drivers might not be direct but is mediated by their influence on other drivers. This is the case with environmental collaboration, environmental knowledge, green skills, consumer pressure, and export behavior, which have an indirect effect on EI through their impact on environmental strategies. Therefore, our results suggest that environmental strategy is a central mediator and a powerful driver for the entire model.

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Section: Indirect Effects On Ei Through Environmental Strategysupporting

confidence: 80%

The missing links? The indirect impacts of drivers on eco‐innovation

Keshminder

Rı́o

2019

Corp Soc Responsibility Env

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“…Interestingly, top management commitment in SMEs, in the opinion of Rasi et al (2014), has an effect only on the improvement of environmental organizational and management practices. However, there is some evidence that the motivation, positive attitude and engagement of top management in large enterprises, as well as owners in SMEs towards environmental protection, are the key factors in implementing PES (Jansson, Nilsson, Modig, & Hed Vall, 2017; Sharma & Sharma, 2011; Valero‐Gil, Rivera‐Torres, & Garcés‐Ayerbe, 2017).…”

Section: Discussionmentioning

confidence: 99%

Enhancing corporate sustainable development: Proactive environmental strategy, stakeholder pressure and the moderating effect of firm size

Seroka‐Stolka

Fijorek

2020

Bus Strat Env

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The article evaluates the influence of pressure of 10 distinct types of stakeholders on the adoption of environmental strategies, with the special focus on the proactive environmental strategy (PES). The moderation effect of the company size on this relationship is investigated in depth. The existence of the relationship between stakeholder pressure and environmental strategies has been explored by numerous studies. The study adds significantly to this ongoing discussion as the moderation effect of the company size was explored scarcely so far in the literature. The results from the multinomial logistic regression models confirmed almost unanimously the effect of stakeholder pressure and the presence of the moderation. Positive, but nonlinear, direct and moderated effect of pressures of regulators, competitors, clients, NGOs, media, shareholders and employees on PES was discovered. In case of suppliers, consumers and top management, the pressure–PES relation was more complex. Also, large companies seem to be more resilient to pressures than the smaller ones when adopting PES.

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“…Among them, absorptive capability, product innovation, and green image are external stakeholder oriented, whereas transformative capability, process innovation, and competitive advantage are internal stakeholder oriented. Making differences in resource utilization and transformation, environmental proactivity is likely to moderate the aforementioned relationships [59,60].…”

Section: Research Modelmentioning

confidence: 99%

Organizational Learning and Green Innovation: Does Environmental Proactivity Matter?

et al. 2018

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Emerging economies face the challenge of striking a balance between development and the environment. To adapt to the changes, organizations must develop dynamic capabilities for green innovation and corporate sustainability. Based on a resource-based view integrated with contingency and stakeholder theories, this study examines how strategic contingency makes differences in the transformation between learning and performance resources through innovation efforts. Oriented toward external and internal stakeholders, respectively, learning resources comprise absorptive capacity and transformative capability, innovation efforts include green product innovation and green process innovation, and performance resources contain green image and competitive advantage. Depicting their mediating relationships moderated by environmental proactivity, the research model is supported by survey observations collected from over 300 organizations in China. Environmentally proactive organizations are found to have more balanced dynamic capability development than those that are more reactive. To optimize green innovation, therefore, organizations need to embrace an ecological strategy and engage employees in learning.

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How Is Environmental Proactivity Accomplished? Drivers and Barriers in Firms’ Pro-Environmental Change Process

Cited by 28 publications

References 89 publications

The missing links? The indirect impacts of drivers on eco‐innovation

The missing links? The indirect impacts of drivers on eco‐innovation

Enhancing corporate sustainable development: Proactive environmental strategy, stakeholder pressure and the moderating effect of firm size

Organizational Learning and Green Innovation: Does Environmental Proactivity Matter?

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