Proactive versus Reactive Corporate Environmental Practices and Environmental Performance

Kim, Kyungho

doi:10.3390/su10010097

Cited by 44 publications

(50 citation statements)

References 76 publications

(147 reference statements)

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“…minimisation of production costs and the waste of raw materials (Qrunfleh and Tarafdar, 2013). When natural resources are scarce, manufacturing companies collaborate with their suppliers to better utilise inputs by using buffering strategies such as recycling that lead to efficient use of resources and achieve differentiating competitive advantages through product and process innovation (Kim, 2017;Lapko et al, 2016).…”

Section: H4amentioning

confidence: 99%

Supply chains under resource pressure

Kalaitzi

Matopoulos

Bourlakis

et al. 2019

IJOPM

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Purpose The purpose of this paper is to investigate the implications of supply chain strategies that manufacturing companies can use to minimise or overcome natural resource scarcity, and ultimately improve resource efficiency and achieve competitive advantage. The relationship between resource efficiency and competitive advantage is also explored. Design/methodology/approach The proposed research model draws on resource dependence theory. Data were collected from 183 logistics, purchasing, sustainability and supply chain managers from various manufacturing companies and analysed by applying the partial least squares structural equation modelling technique. Findings The results indicate that both buffering and bridging strategies improve resource efficiency; however, only bridging strategies seem to lead to firm’s competitive advantage in terms of ownership and accessibility to resources. The relationship between resource efficiency and competitive advantage is not supported. Research limitations/implications Future research could confirm the robustness of these findings by using a larger sample size and taking into account other supply chain members. Practical implications This research provides guidance to managers faced with the growing risk of resource scarcity to achieve a resource efficient supply chain and an advantage over competitors. Originality/value Studies have explored the appropriate strategies for minimising dependencies caused by the scarcity of natural resources in the field of supply chain management; however, there is limited empirical work on investigating the impact of these strategies on resource efficiency and competitive advantage.

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Section: H4amentioning

confidence: 99%

Supply chains under resource pressure

Kalaitzi

Matopoulos

Bourlakis

et al. 2019

IJOPM

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“…Beyond the extensive literature that looks at the link between eco-strategies in general and firm performance, some researchers have recently started to claim that most of the empirical studies analysing the relationship between eco-innovation practices and firm competitiveness should go further, distinguishing between different types of eco-strategy, rather than just focusing on the question "whether it pays to be green" [14,16,36].…”

Section: Existing Empirical Studiesmentioning

confidence: 99%

Eco-Efficiency Actions and Firm Growth in European SMEs

Jové‐Llopis¹,

Segarra‐Blasco²

2018

Sustainability

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This study investigates the effects of eco-efficiency actions on firm performance in terms of sales growth in an extensive sample of 11,336 small-and medium-sized enterprises (SMEs) located in 28 European countries. Our empirical results suggest that not all eco-strategies are positively related to better performance, at least not in the short term. We found that European companies using renewable energies, and recycling or designing products that are easier to maintain, repair, or reuse, perform better. Those that aim to reduce water or energy pollution, however, seemed to show a negative correlation to firm growth. Our results also indicate that high investment in eco-strategies improves firm growth, particularly in new members that joined the EU from 2004 onwards. Finally, we observed a U-shaped relationship between eco-strategies and firm growth, which indicates that a greater breadth of eco-strategies is associated with better firm performance. However, few European SMEs are able to either invest heavily or undertake multiple eco-strategies, thus leaving room for policy interventions.

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“…While firms in developed countries are taking a proactive sustainability strategy by integrating sustainability into business strategy in pursuit of sustainable growth [1], the firms in emerging countries are taking reactive corporate environmental practices to deal with environmental regulation [2][3][4]. In most developing and transition countries, the government is an important driver of corporate environmental practices, and the existence of the penalty is also critical for environmental public policy [5].…”

Section: Introductionmentioning

confidence: 99%

The Deterrence Effect of a Penalty for Environmental Violation

Wang

Yan-xi

et al. 2019

Sustainability

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The response to the penalty for an environmental violation on the firm level is a matter of reactive corporate environmental practices, about which the existence of a penalty is critical for environmental public policy. We propose that a penalty acts as a deterrence signal to enhance the perceived threat of legal punishment and the peer effect serves as the path through which peer firms learn from target firms. Based on the peer effect among firms and the deterrence effect in criminal economics, we investigated whether and how the peer firm responds to the penalty for environmental violation of target firms in the same industrial sector. Using samples of Chinese listed firms from 2008 to 2015, this paper finds that the penalty for the target firms can increase the peer firms' environmental investment, and compared to the sample with low-level environmental regulation, the increase in the sample with high-level environmental regulation is more significant. These findings suggest that a penalty for target firms has a deterrence effect on peer firms and the environmental regulation strengthens the above deterrence effect. This is expected to help both theorists and practitioners achieve a better understanding of the implementation of a penalty for an environmental violation.

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Proactive versus Reactive Corporate Environmental Practices and Environmental Performance

Cited by 44 publications

References 76 publications

Supply chains under resource pressure

Supply chains under resource pressure

Eco-Efficiency Actions and Firm Growth in European SMEs

The Deterrence Effect of a Penalty for Environmental Violation

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