Environmental engagement, organizational capability and firm performance

Purpose – The aim of this paper is to understand the connection between the motivations that drive firms to adopt green commitments and the impact of these engagements on firm performance.Design/methodology/approach – Theoretical underpinnings for the hypotheses are drawn from the existent literature on corporate environmental responsibility and the constructivist framework. These hypotheses are then tested through a SEM with data from a mail survey with 195 Spanish manufacturing firms that have adopted the international environmental management system ISO 14001.Findings – The results suggest that in the process of implementing green commitments, not only instrumental and ecological motivations play a key role, but also the internal organizational activities, in addition to the outcomes of the implementation itself.Research limitations/implications – This research study uses perceptual measures of a single informant from each Spanish firm. Research studies that add objective data and extrapolate the analy...

[1]  E. Iyer,et al.  Corporate Environmentalism: Antecedents and Influence of Industry Type , 2003 .

[2]  James M. Sinkula,et al.  Market Orientation and the New Product Paradox. , 2005 .

[3]  Linda C. Angell,et al.  Towards a Process Model of Corporate Greening , 2000 .

[4]  Morgan P. Miles,et al.  Environmental Marketing: A Source of Reputational, Competitive, and Financial Advantage , 2000 .

[5]  J. González‐Benito,et al.  An Analysis of the Relationship between Environmental Motivations and Iso14001 Certification , 2005 .

[6]  Brenda L. Flannery,et al.  Environmental Ethical Decision Making in the U.S. Metal-Finishing Industry , 2000 .

[7]  Anil Menon,et al.  Enviropreneurial Marketing Strategy: The Emergence of Corporate Environmentalism as Market Strategy , 1997 .

[8]  D. Hambrick,et al.  Upper Echelons: The Organization as a Reflection of Its Top Managers , 1984 .

[9]  Renato J. Orsato Competitive Environmental Strategies: When Does it Pay to Be Green? , 2006 .

[10]  R. Calantone,et al.  Assessing the impact of environmental management systems on corporate and environmental performance , 2003 .

[11]  S. Rothenberg,et al.  Issues in the implementation of proactive environmental strategies , 1992 .

[12]  Andrew Crane,et al.  Facing the backlash: green marketing and strategic reorientation in the 1990s , 2000 .

[13]  H. Bouchikhi A Constructivist Framework for Understanding Entrepreneurship Performance , 1993 .

[14]  Kendall Roth,et al.  Why Companies Go Green: A Model of Ecological Responsiveness , 2000 .

[15]  Henry Mintzberg,et al.  Strategic Management Upside Down: Tracking Strategies at McGill University from 1829 to 1980 , 2009 .

[16]  R. Florida,et al.  Gaining from Green Management: Environmental Management Systems inside and outside the Factory , 2001 .

[17]  C. Rosen Environmental Strategy and Competitive Advantage: An Introduction , 2001 .

[18]  Lynette Knowles Mathur,et al.  An Analysis of the Wealth Effects of Green Marketing Strategies , 2000 .

[19]  K. Dechant,et al.  Environmental leadership: From compliance to competitive advantage , 1994 .

[20]  P. A. Losty,et al.  A Behavioural Theory of the Firm , 1965 .

[21]  Yu‐Shan Chen,et al.  The Influence of Green Innovation Performance on Corporate Advantage in Taiwan , 2006 .

[22]  Jaime Rivera-Camino,et al.  What motivates European firms to adopt environmental management systems , 2001 .

[23]  Frances J. Milliken,et al.  The role of managerial learning and interpretation in strategic persistence and reorientation: An empirical exploration , 1992 .

[24]  James M. Sinkula,et al.  Environmental marketing strategy and firm performance: Effects on new product performance and market share , 2005 .

[25]  Anil K. Gupta,et al.  Business Unit Strategy, Managerial Characteristics, and Business Unit Effectiveness at Strategy Implementation , 1984 .

[26]  Frank L. Montabon,et al.  An examination of corporate reporting, environmental management practices and firm performance , 2007 .

[27]  K. Burningham A Noisy Road or Noisy Resident?: A Demonstration of the Utility of Social Constructionism for Analysing Environmental Problems , 1998 .

[28]  G. Hodgkinson,et al.  EXPLORING THE MENTAL MODELS OF COMPETITIVE STRATEGISTS: THE CASE FOR A PROCESSUAL APPROACH , 1994 .

[29]  U. Steger,et al.  The Roles of Supervisory Support Behaviors and Environmental Policy in Employee “Ecoinitiatives” at Leading-Edge European Companies. , 2000 .

[30]  Sanjay Sharma Managerial Interpretations and Organizational Context as Predictors of Corporate Choice of Environmental Strategy , 2000 .

[31]  Michael J. Lenox,et al.  Does It Really Pay to Be Green? An Empirical Study of Firm Environmental and Financial Performance: An Empirical Study of Firm Environmental and Financial Performance , 2001 .

[32]  D. Leonard-Barton,et al.  Managerial influence in the implementation of new technology , 1988 .

[33]  P. Bloom,et al.  Choosing the Right Green Marketing Strategy , 2004 .