Linking capabilities to green operations strategies: The moderating role of corporate environmental proactivity

Abstract

The aim of this study is to investigate the specific role of supply chain capabilities (SCCs) in the implementation of green operations (GO) strategies. More importantly, it examines whether this relationship between SCCs and GO is contingent on corporate environmental proactivity (EP). Theoretical predictions of the conceptual model were tested using hierarchical regression analyses of data obtained from 225 senior logistics/supply chain managers in the global auto sector. To ensure the robustness of our findings, a post-hoc analysis using the partial least squares approach was conducted. Significant positive associations exist between specific SCCs and the adoption of GO strategies. EP positively moderates the external integration capabilitygreen purchasing and the supplier appraisal capability-green manufacturing linkages. However, unexpectedly, EP negatively moderates the effect of internal integration capability on green purchasing. Equally surprising, consistent negative moderation effects are detected for supply chain flexibility on green design, green purchasing, and green manufacturing. This study contributes to the existing resource-based view literature by focusing on the capability-strategy linkage and its specific application to environmental management. The exploration of the moderating effects of EP confirms the important role of organizing context in the effective exploitation and deployment of resources and capabilities.

Environmental Sustainability in Third-Party Logistics Service Providers: A Systematic Literature Review from 2000–2016

“…This may be explained by the lack of adequate capabilities in this area (Liu et al, 2017) [139]. In fact, as suggested by Lun et al (2015, p. 51) [80], " .…”

Dynamic Capability of the Firm as Driver of Green Supply Chain Management Implementation

“…A stream of studies has proposed that it is important to implement proactive GSCM practices [33,34], such as collaborating with suppliers or participating in early supplier involvement programs to develop eco-friendly products [6,13,30]. Pursuing green management, firms can achieve lean management, which is also a way to improve performance [35].…”

Corporate sustainability performance improvement using an interrelationship hierarchical model approach

“…The shortcomings of prior studies include an insistence that performance measurement must include multiple perspectives based on qualitative and quantitative measures and, specifically, that the CS performance must be related to the resource‐based view (RBV) of the firms' resources. Hence, this study aims to identify the gaps that are utilized in the importance and performance analysis (Kaplan & Norton, ; Liu, Zhu, & Seuring, ; Tseng, Wu, Ma, Kuo, & Sai, ). For instance, Engert and Baumgartner () illustrated that the lack of studies regarding firms' practices reveals how there must be CS towards balancing TBL needs and practices.…”