Implementation of Collaborative Activities for Sustainable Supply Chain Innovation: An Analysis of the Firm Size Effect

Abstract

This study examines the effects of collaborative and implementation activities on environmental performance for sustainable supply chain management. Specifically, the proposed research investigates the moderating effect of firm size on the effect relationships. The structural equation modeling with AMOS 23.0 was employed to test hypotheses. The results confirm the positive effects of collaborative activities on environmental performance and the positive relationship between collaborative activities and green certification programs in both small and medium enterprises (SMEs) and large-sized firms. Contrary to general belief, firm size did not moderate the relationship between autonomous collaborative activities and green activities. However, other relationships were supported in the research model, thus firm size partially moderates the relationships of collaborative activities with implementation activities and environmental performance. The study demonstrates that implementation activities play a key role in improving collaborative activities with suppliers and vendors for sustainable supply chain innovation. Additionally, it contributes to the practice of sustainable supply chain innovation as well as to efficiency through collaborative activities in the supply chain process.

Beyond Gathering the ‘Low-Hanging Fruit’ of Green Technology for Improved Environmental Performance: an Empirical Examination of the Moderating Effects of Proactive Environmental Management and Business Strategies

“…The adoption of a proactive environmental management approach also fosters cooperation with key external stakeholders on environmental issues such as waste management or green purchasing [53], or even participation in green supply chains [73]. Cooperation with a wide range of external agents to work on environmental aims is especially critical for the tourism industry, as the competitiveness of its firms is highly dependent on the quality of the natural resources and the welfare of the community living in the tourist destination where they compete [74].…”

“…This variable was measured with a seven-point Likert-type scale reflecting managers' perceptions of the firm's level of achievement of environmental objectives (1 = "very low", 2 = "low", 3 = "quite low", 4 = "average", 5 = "quite high", 6 = "high", and 7 = "very high") as compared to competitors in their specific subsector. Specifically, it includes five items adapted from previous studies [96] also validated in recent literature (e.g., [37,71,73]), i.e., 'Reduction in the consumption of materials for service provision', 'Reduction in the energy consumption for service provision', 'Reduction in the time required for service provision', 'Reduction in the environmental impact', and 'Improvement of equipment efficiency'.…”

“…In this vein, policymakers should consider assisting firms that have adopted a single environmental practice so that they can achieve greater environmental benefits by adopting additional ones. As for the interconnected nature of the tourism industry, policymakers also can foster the development of green cooperation agreements between firms on waste management or green purchasing through initiatives such as green supply chains [73,109], by providing subsides or implementing policies.…”

Customer green orientation and process innovation alignment: A configuration approach in the global manufacturing industry

“…Literature extensively focused on the broader context of green innovation covering various dimensions of corporate environmental sustainability (Dangelico, Pujari, & Pontrandolfo, 2017; Ester Martínez‐Ros, 2019; Song & Yu, 2018). The increasing demand on environmental compliances from their buyers, reflect a number of customer green orientation (CGO) initiatives, such as customers' request on green vendor certification (Lee, 2019), customer investment in green activities (Caniëls, Gehrsitz, & Semeijn, 2013), and customer green collaborative activities such as customer awareness program and customer green education (Youn, Hong, Yang, & Jungbae Roh, 2012). Previous literature has shown that buyers sharing green expectation with their collaborative partners, can enhance green product innovation (Wong, 2013).…”

The Effect of Lean Manufacturing on a Supply Chain Relationship and Performance

“…A wider scope of the SCM at the strategic level is more relationship-based which emphasizes partnership development with all stakeholders to gain synergy from stronger collaboration [14]. Efficient uses of resources through LM along the whole supply chain can lead to long-term sustainability (i.e., economic, environmental, and social dimensions) [15][16][17][18][19].…”