Is environmental innovation embedded within high-performance organisational changes? The role of human resource management and complementarity in green business strategies

Antonioli, Davide; Mancinelli, Susanna; Mazzanti, Massimiliano

doi:10.1016/j.respol.2012.12.005

Cited by 227 publications

(157 citation statements)

References 47 publications

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“…It is at Y, however, where training is planned in more detail: it is planned in modules according to the hierarchical level to which it is being given ('cascading' environmental training). That is, our results match with Antonioli, Mancinelli and Mazzanti's (2013) [81] ones in the sense that environmental innovation is an element of organisational change, especially for human resource management and they are necessary to deal with the new environmental regulation.…”

Section: Case Analysissupporting

confidence: 90%

Preventive Command and Control Regulation: A Case Analysis

Junquera

González

2016

Sustainability

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Abstract:The aim of the current study is to evaluate new preventive command-and-control environmental regulation's competitive effects on automobile manufacturers and their suppliers. The methodology that we have used is a case analysis, and its main aim is to study an unfamiliar situation. Therefore, we have chosen cases from each of the groups: two suppliers and one manufacturer. The new regulation obliges automobile companies to deeply modify their process technologies and their relationships with their suppliers (toughening requirements and strengthening long-term relationships) and to require their workers to train in environmental matters. Complying with regulation by suppliers will be possible if product and process designs are modified. However, only organisational actions, which include workers' training in environmental and quality matters and activities to recover value in factories, are capable to achieve it. In any case, these factories have already been affected by trade-offs between environmental and other more classic manufacturing objectives, especially quality.

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Section: Case Analysissupporting

confidence: 90%

Preventive Command and Control Regulation: A Case Analysis

Junquera

González

2016

Sustainability

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“…existing regulations including standards and expected future regulations imposing new standards, and clearly indicates constraints imposed by regulation, which are an important driver for ecoinnovation. Although the evidence from the literature is not conclusive, most authors seem to agree that there is a positive relationship between regulation and the development of eco-innovations (Porter and van der Linde, 1995a,b; Kemp, 1997;Antonioli et al 2013). The empirical investigation of Kesidou and Demirel (2012) shows that environmental regulation stimulates investments in the field of green innovation both in the least innovative firms and in the highly innovative firms.…”

Section: Empirical Model and Covariatesmentioning

confidence: 99%

Financial constraints and public funding of eco-innovation: empirical evidence from European SMEs

2018

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Standard-Nutzungsbedingungen:Die Dokumente auf EconStor dürfen zu eigenen wissenschaftlichen Zwecken und zum Privatgebrauch gespeichert und kopiert werden.Sie dürfen die Dokumente nicht für öffentliche oder kommerzielle Zwecke vervielfältigen, öffentlich ausstellen, öffentlich zugänglich machen, vertreiben oder anderweitig nutzen.Sofern die Verfasser die Dokumente unter Open-Content-Lizenzen (insbesondere CC-Lizenzen) zur Verfügung gestellt haben sollten, gelten abweichend von diesen Nutzungsbedingungen die in der dort genannten Lizenz gewährten Nutzungsrechte. Terms of use: Documents in AbstractFinancial constraints have an important impact on the development of eco-innovations, but their effect varies according to the type of funds taken into account. This article studies the impact of the lack of funds on the development of eco-innovations, distinguishing between internal, external and public funds. In particular, we investigate the interaction between public funding, on the one hand, and internal and other external sources of funding. The empirical analysis is based upon a sample of European SMEs belonging to different sectors that are involved in products, processes and organizational eco-innovations. Our resultsshow that a lack of internal funding always decreases the probability to introduce ecoinnovations, while the lack of private external funds does not appear to hinder the development of eco-innovations. Interestingly, we find that access to public funds or incentives is effective in improving a firm's ability to introduce eco-innovations, but only when the firm is not short of funds (either from internal or external sources), thus suggesting that public funds are somewhat complementary to other funds. Further analysis shows that these effects are mostly relevant in small firms.

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“…Such innovation would be associated with the implantation of environmental practices and objectives all over the value chain, that would improve productivity, reduce costs and increase competitiveness. These economic benefits obtained through the implementation of environmental innovation are based on the idea that strategy is manifested in the way that activities are configured and linked together all over a firm's value chain [30]. This is why environmental innovation should be associated with a firm's business strategy.…”

Section: Innovation As An Environmental Proactivity Drivermentioning

confidence: 99%

Is Strategic Proactivity a Driver of an Environmental Strategy? Effects of Innovation and Internationalization Leadership

et al. 2017

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This study analyses strategic proactivity as a driving factor in the implementation of an advanced environmental strategy in a firm. Strategic proactivity is defined as a firm's tendency to initiate voluntary changes instead of reacting to events in the environment and according to previous literature, can be interpreted as a combination of internal factors that characterise a firm's business strategy as that of a prospector firm. In this study, we measured this through innovation, with two variables related to the firm's entire production cycle: R&D expenditure and patents. However, we also considered two more strategic proactivity indicators: innovation proactivity and internationalisation proactivity. These two proactivity variables take into account the innovative and international actions of the firms, going beyond the actions usually taken by firms in the same sector. Using panel data methodology, we obtained results that show that firms who invest in R&D and patent their innovations achieve more advanced positions in their environmental strategies. Empirical evidence also shows that firms with a greater innovation effort throughout the production cycle (product, process, organisation and marketing) than their competitors also attain more advanced positions (proactivity) in environmental matters. In other words, innovation proactivity is a driver of environmental strategy. In relation to internationalization, the results also showed that firms that operate in a larger geographical area than their competitors adapt to the most demanding environmental legislation, placing them in a position of environmental leadership in their respective sectors. The inclusion of internationalization as an indicator of strategic proactivity, the measurement of proactivity variables and the correction of firms' specific unobserved aspects are some of this paper's contributions.

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Is environmental innovation embedded within high-performance organisational changes? The role of human resource management and complementarity in green business strategies

Cited by 227 publications

References 47 publications

Preventive Command and Control Regulation: A Case Analysis

Preventive Command and Control Regulation: A Case Analysis

Financial constraints and public funding of eco-innovation: empirical evidence from European SMEs

Is Strategic Proactivity a Driver of an Environmental Strategy? Effects of Innovation and Internationalization Leadership

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