When Does Family Ownership Promote Proactive Environmental Strategy? The Role of the Firm’s Long-Term Orientation

Dou, Junsheng; Su, Emma; Wang, Song

doi:10.1007/s10551-017-3642-z

Cited by 72 publications

(106 citation statements)

References 113 publications

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“…However, the direct relationship becomes insignificant with the TBL mediating role although the relationship remains positive. Our result is consistent with prior studies [28] (Shaukat et al 2016 [26], Dou et al 2017 [12], Song et al 2011, and [19] Sultana et al 2018) with the argument that proactive and sound strategic management significantly promotes CSRP. The results argue that proactive strategic planning is inevitable for better CSRP.…”

Section: Discussionsupporting

confidence: 93%

“…In order to mitigate global warming and climate risks, business management must ensure technological advancement, research and development initiatives and sound environmental management practices. A sound proactive environmental strategy promotes risk management, responsibilities and accountabilities of the corporation that will enhance competitive advantages and market growth [26]. Managing environmental responsibility investments, green human resource management and internal environmental performance sends a strong signal to the diverse stakeholders, promotes reputation and mitigates different activist group concerns regarding business impacts and relevant environmental issues [21].…”

Section: Literature Review and Hypothesis Developmentmentioning

confidence: 99%

“…Previous studies have documented the role of TBL for corporate social responsibility performance (CSRP) but most of the investigations were limited to the direct relationship (see [4,19,20,21,22,23,24,25]. On the other hand, OSP is a key concept in the development of TBL, while proactive OSP directly promotes TBL and CSRP [4,26,27,28]. Prior CSR, organizational behavior and strategic management studies have failed to recognize the intervening (mediator) influence of TBL between OSP and CSRP.…”

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

Organizational Strategy and Corporate Social Responsibility: The Mediating Effect of Triple Bottom Line

Masud

Rashid

Khan

et al. 2019

IJERPH

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Limited research in the area of the triple bottom line (TBL) mediation effect on the relationship between organizational strategic performance (OSP) and corporate social responsibility performance (CSRP) has motivated this study. The objective of this study is to investigate how OSP affects CSRP and the mediation impact of TBL elements through the decision-making process of business management. Considering a sample of 250 employees from Bangladesh, this study used structural equation modelling (SEM) to test the relevant research hypotheses. Through the lens of stakeholder, institutional, legitimacy and resource-based view theories along with rigorous statistical techniques, this study has found that OSP is positively related to CSRP. In terms of the mediation effect, this study has found that economic responsibility has no intervening role while environmental and social responsibility significantly mediated the relationship between OSP and CSRP. Finally, the full mediation power of the model suggests that OSP affects a firm’s strategic decision and CSR outcomes directly as well as indirectly through TBL.

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Section: Discussionsupporting

confidence: 93%

Section: Literature Review and Hypothesis Developmentmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Organizational Strategy and Corporate Social Responsibility: The Mediating Effect of Triple Bottom Line

Masud

Rashid

Khan

et al. 2019

IJERPH

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“…Third, the paper adds to the limited literature on the performance of SMEs. In contrast to much of the existing body of research on PES (Dou, Su, & Wang, 2019), this paper utilizes data from a developing economy (Ghana) to examine how two strategic orientations mostly utilized by firms in developing countries moderate the PES–performance relationship. A major contribution here is the testing of our research model in a developing economy (Hoskisson, Eden, Lau, & Wright, 2000).…”

Section: Introductionmentioning

confidence: 99%

Proactive environmental strategy and firm performance at the bottom of the pyramid

2020

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This paper utilizes insights from the natural resource‐based view to examine the conditions under which proactive environmental strategy (PES) drive firm performance. Using data collected from 266 small‐ and medium‐sized enterprises operating in Ghana, the results suggest that the impact of PES on firm performance is more pronounced in firms that do not purse bottom of the pyramid orientation but not significant for firms pursuing the bottom of the pyramid orientation. Besides, the findings show that the influence of PES on firm performance is amplified for firms adopting imitation orientation but not significant for nonimitation‐oriented firms. Implications and directions for future research are discussed.

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“…Current research has focused on why some firms have better environmental performance than others (Ioannou & Serafeim, 2012). Ownership structure is one of the most relevant dimensions for explaining environmental performance differences among firms (Dou, Su, & Wang, 2017;Lamb & Butler, 2016). This is because blockholders of listed firms are the ultimate decision makers (Kumar & Zattoni, 2017;Putterman, 1993), and different types of blockholders (i.e., family or nonfamily owners) matter for corporate governance (Claessens, Djankov, & Lang, 2000;Faccio & Lang, 2002) and firm performance (Heugens, van Essen, & van Oosterhout, 2009).…”

Section: Introductionmentioning

confidence: 99%

Family ownership and environmental performance: The mediation effect of human resource practices

et al. 2020

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Previous literature has found that listed family firms underperform their nonfamily counterparts in terms of environmental performance, but has not explained why this occurs. We address this research gap by hypothesizing that training and development practices (i.e., managerial practices devoted to providing training and development for the workforce) mediate the relationship between family blockholders and environmental performance. Using a sample of 33,901 firm‐year observations from 2002 to 2016 distributed across 56 countries and employing the structural equation model technique, we find that investment in training and development practices explains almost half of the negative relationship between family blockholders and environmental performance. Our study contributes to the agency theory debate on principal–principal problems by explaining why family blockholders could damage other blockholders and minority shareholders.

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When Does Family Ownership Promote Proactive Environmental Strategy? The Role of the Firm’s Long-Term Orientation

Cited by 72 publications

References 113 publications

Organizational Strategy and Corporate Social Responsibility: The Mediating Effect of Triple Bottom Line

Organizational Strategy and Corporate Social Responsibility: The Mediating Effect of Triple Bottom Line

Proactive environmental strategy and firm performance at the bottom of the pyramid

Family ownership and environmental performance: The mediation effect of human resource practices

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