nach oben

Journal of Business Ethics

Erschienen in:

23.06.2018 | Original Paper

Sustainability Orientation, Green Supplier Involvement, and Green Innovation Performance: Evidence from Diversifying Green Entrants

verfasst von: Colin C. J. Cheng

Erschienen in: Journal of Business Ethics | Ausgabe 2/2020

Einloggen

Aktivieren Sie unsere intelligente Suche, um passende Fachinhalte oder Patente zu finden.

search-config

KI-gestützte Suche

Aus

Abstract

While green innovation has a positive impact on firms’ performance, some established firms that initiate green innovation activities (referring to diversifying green entrants) could suffer from insufficient new green knowledge and skills. Since adopting a sustainability orientation helps firms commit to the creation of superior sustainable practices, and efficiently invest resources necessary to develop appropriate new green products, leading to superior green innovation performance, sustainability orientation offers an alternative approach for diversifying green entrants to achieve green innovation success. Building on resource-based, knowledge-based, and capabilities theories, this study aims to identify key factors that enable sustainability orientation of diversifying green entrants and enhance its effect on green innovation performance. As sustainability issues frequently occur upstream at the supplier level, and since supplier involvement effectively determines new product success, this study theorizes that diversifying green entrants that adopt sustainability orientation require two types of green supplier involvement (as a knowledge source and a co-creator) to enhance the effect of sustainability orientation on green innovation performance. Green knowledge-processing capability and green R&D capability complement green supplier involvement as a knowledge source and green supplier involvement as a co-creator, respectively, to further enhance the amount of green innovation performance. Based on a longitudinal dataset of 336 diversifying green entrants, the results support all our hypotheses. Interestingly, an additional analysis suggests that when diversifying green entrants implement green supplier involvement as a co-creator, they achieve greater green innovation performance than those who implement green supplier involvement as a knowledge source. These findings provide important theoretical implications and practical guidance for established firms to pursue green innovation.

Vorheriger Artikel Sustainability Centres and Fit: How Centres Work to Integrate Sustainability Within Business Schools

Nächster Artikel Implementing Socially Sustainable Practices in Challenging Institutional Contexts: Building Theory from Seven Developing Country Supplier Cases

Sie haben noch keine Lizenz? Dann Informieren Sie sich jetzt über unsere Produkte:

Springer Professional "Wirtschaft+Technik"

Online-Abonnement

Mit Springer Professional "Wirtschaft+Technik" erhalten Sie Zugriff auf:

über 102.000 Bücher
über 537 Zeitschriften

aus folgenden Fachgebieten:

Automobil + Motoren
Bauwesen + Immobilien
Business IT + Informatik
Elektrotechnik + Elektronik
Energie + Nachhaltigkeit
Finance + Banking
Management + Führung
Marketing + Vertrieb
Maschinenbau + Werkstoffe
Versicherung + Risiko

Jetzt Wissensvorsprung sichern!

Jetzt informieren

Springer Professional "Wirtschaft"

Online-Abonnement

Mit Springer Professional "Wirtschaft" erhalten Sie Zugriff auf:

über 67.000 Bücher
über 340 Zeitschriften

aus folgenden Fachgebieten:

Bauwesen + Immobilien
Business IT + Informatik
Finance + Banking
Management + Führung
Marketing + Vertrieb
Versicherung + Risiko

Jetzt Wissensvorsprung sichern!

Jetzt informieren

Diversifying green entrants are different from green start-ups, for which survival and growth-related practices are embedded in green technologies and capabilities when founded.

The authors thank one of the JBE reviewers for this helpful suggestion.

One-step process: both the measurement and structural effects are simultaneously estimated (Fornell and Yi 1992). Two-step process: step 1 is to estimate the measurement model with no structural effects using confirmatory factor modeling. Step 2 is to estimate the structural section of the model using the results from step 1.

Adams, R., Jeanrenaud, S., Bessant, J., Denyer, D., & Overy, P. (2016). Sustainability-oriented innovation: A systematic review. International Journal of Management Reviews, 18(2), 180–205.

Adner, R., & Helfat, C. (2003). Corporate effects and dynamic managerial capabilities. Strategic Management Journal, 24(10), 1011–1025.

Amit, R., & Schoemaker, P. (1993). Strategic assets and organizational rent. Strategic Management Journal, 14(1), 33–46.

Anderson, J., & Gerbing, D. (1988). Structural equation modeling in practice: A review and recommended two-step approach. Psychological Bulletin, 103, 411–423.

Andersson, U., Forsgren, M., & Holm, U. (2002). The strategic impact of external networks: Subsidiary performance and competence development in the multinational corporation. Strategic Management Journal, 23(11), 979–996.

Barney, J. (1991). Firm resources and sustained competitive advantage. Journal of Management, 17, 99–120.

Bayus, B., & Agarwal, R. (2007). The role of pre-entry experience, entry timing, and product technology strategies in explaining firm survival. Management Science, 53(12), 1887–1902.

Beers, C., & Zand, F. (2014). R&D cooperation, partner diversity, and innovation performance:An empirical analysis. Journal of Product Innovation Management, 31(2), 292–312.

Berchicci, L. (2013). Towards an open R&D system: Internal R&D investment, external knowledge acquisition and innovative performance. Research Policy, 42(1), 117–127.

Berman, S., Wicks, A., Kotha, S., & Jones, T. (1999). Does stakeholder orientation matter? The relationship between stakeholder management models and firm financial performance. Academy of Management Journal, 42(5), 488–506.

Calic, G., & Mosakowski, E. (2016). Kicking off social entrepreneurship: How a sustainability orientation influences crowdfunding success. Journal of Management Studies, 53(5), 738–767.

Chandler, G., & Hanks, S. (1998). An examination of the substitutability of founders human and financial capital in emerging business ventures. Journal of business venturing, 13(5), 353–369.

Chang, Y., Chang, H., Chi, H., Chen, M., & Deng, L. (2012). How do established firms improve radical innovation performance? The organizational capabilities view. Technovation, 32(7), 441–451.

Chen, C., Tseng, M., Lin, Y., & Lin, Z. (2010). Implementation of green supply chain management in uncertainty. In IEEE international conference on industrial engineering and engineering management (IEEM) (pp. 260–264).

Chen, Y. (2008). The driver of green innovation and green image–green core competence. Journal of Business Ethics, 81(3), 531–543.

Chen, Y., Lai, S., & Wen, C. (2006). The influence of green innovation performance on corporate advantage in Taiwan. Journal of Business Ethics, 67, 331–339.

Cheng, C., & Huizingh, E. (2014). When is open innovation beneficial? The role of strategic orientation. Journal of Product Innovation Management, 31(6), 1235–1253.

Child, J., & Tsai, T. (2005). The dynamic between firms’ environmental strategies and institutional constraints in emerging economies: Evidence from China and Taiwan. Journal of Management Studies, 42(1), 95–125.

China Credit Information Service (2013). 2013 Business groups in Taiwan. Taipei: China Credit Information Service.

Churchill, G. Jr. (1979). A paradigm for developing better measures of marketing constructs. Journal of Marketing Research, 64–73.

Claudy, M., Peterson, M., & Pagell, M. (2016). The roles of sustainability orientation and market knowledge competence in new product development success. Journal of Product Innovation Management, 33(S1), 72–85.

Cohen, J., Cohen, P., West, S., & Aiken, L. (2003). Applied multiple correlation/regression analysis for the behavioral sciences. Milton Park: Taylor & Francis.

Cronin, J. Jr., Smith, J., Gleim, M., Ramirez, E., & Martinez, J. (2011). Green marketing strategies: An examination of stakeholders and the opportunities they present. Journal of the Academy of Marketing Science, 39, 158–174.

Damanpour, F. (1991). Organizational innovation: A meta-analysis of effects of determinants and moderators. Academy of Management Journal, 34(3), 555–590.

Dangelico, R., Pontrandolfo, P., & Pujari, D. (2013). Developing sustainable new products in the textile and upholstered furniture industries: Role of external integrative capabilities. Journal of Product Innovation Management, 30(4), 642–658.

Dangelico, R., & Pujari, D. (2010). Mainstreaming green product innovation: Why and how companies integrate environmental sustainability. Journal of business ethics, 95(3), 471–486.

Danneels, E. (2004). Disruptive technology reconsidered: A critique and research agenda. Journal of Product Innovation Management, 21(4), 246–258.

de Ruyter, k, de Jong, A., & Wetzels, M. (2009). Antecedents and consequences of environmental stewardship in boundary-spanning b2b teams. Journal of the Academy of Marketing Science, 37(4), 470–487.

Denrell, J., Fang, C., & Winter, S. (2003). The economics of strategic opportunity. Strategic Management Journal, 24(10), 977–990.

Donaldson, L. (2001). The contingency theory of organizations. Thousand Oaks: Sage.

Douglas, S., & Craig, C. (2007). Collaborative and iterative translation: An alternative approach to back translation. Journal of International Marketing, 15(1), 30–43.

Du, S., Yalcinkaya, G., & Bstieler, L. (2016). Sustainability, social media driven open innovation, and new product development performance. Journal of Product Innovation Management, 33(S1), 55–71.

Ehrgott, M., Reimann, F., Kaufmann, L., & Carter, C. (2011). Social sustainability in selecting emerging economy suppliers. Journal of Business Ethics, 98(1), 99–119.

Eisenhardt, K., & Martin, J. (2000). Dynamic capabilities: What are they? Strategic Management Journal, 21(10–11), 1105–1121.

Eisenhardt, K., & Santos, F. (2002). Knowledge-based view: A new theory of strategy. Handbook of Strategy and Management, 1, 139–164.

Fornell, C., & Larcker, D. (1981). Evaluating structural equation models with unobservable variables and measurement error. Journal of Marketing Research, 39–50.

Fornell, C., & Yi, Y. (1992). Assumptions of the two-step approach to latent variable modeling. Sociological Methods & Research, 20(3), 291–320.

Fraj-Andrés, E., Martinez-Salinas, E., & Matute-Vallejo, J. (2009). A multidimensional approach to the influence of environmental marketing and orientation on the firm’s organizational performance. Journal of Business Ethics, 88(2), 263–286.

Ganco, M., & Agarwal, R. (2009). Performance differentials between diversifying entrants and entrepreneurial start-ups: A complexity approach. Academy of Management Review, 34(2), 228–252.

Gatignon, H., & Xuereb, J. (1997). Strategic orientation of the firm and new product performance. Journal of Marketing Research, 77–90.

Gerbing, D., & Anderson, J. (1988). An updated paradigm for scale development incorporating unidimensionality and its assessment. Journal of Marketing Research, 186–192.

Gimenez, C., & Tachizawa, E. (2012). Extending sustainability to suppliers: A systematic literature review. Supply Chain Management: An International Journal, 17(5), 531–543.

Gmelin, H., & Seuring, S. (2014). Determinants of a sustainable new product development. Journal of Cleaner production, 69, 1–9.

González-Benito, J., & González-Benito, Ó (2005). Environmental proactivity and business performance: An empirical analysis. Omega, 33(1), 1–15.

Grant, R. (1996). Toward a knowledge-based theory of the firm. Strategic Management Journal, 17, 109–122.

Hair, J., Black, W., Babin, B., Anderson, R., & Tatham, R. (2010). Multivariate data analysis (7th edn.). Upper Saddle River, NJ: Prentice Hall.

Hakala, H. (2011). Strategic orientations in management literature: Three approaches to understanding the interaction between market, technology, entrepreneurial and learning orientations. International Journal of Management Reviews, 13(2), 199–217.

Harmancioglu, N., Droge, C., & Calantone, R. (2009). Strategic fit to resources versus NPD execution proficiencies: What are their roles in determining success? Journal of the Academy of Marketing Science, 37(3), 266–282.

Hart, S. (1995). A natural-resource-based view of the firm. Academy of Management Review, 20(4), 986–1014.

Heckman, J. (1990). Varieties of selection bias. The American Economic Review, 80(2), 313–318.

Helfat, C., & Winter, S. (2011). Untangling dynamic and operational capabilities: Strategy for the (N) ever-changing world. Strategic Management Journal, 32(11), 1243–1250.

Hillman, A., Withers, M., & Collins, B. (2009). Resource dependence theory: A review. Journal of Management, 35(6), 1404–1427.

Hockerts, K., & Wüstenhagen, R. (2010). Greening Goliaths versus emerging Davids—Theorizing about the role of incumbents and new entrants in sustainable entrepreneurship. Journal of Business Venturing, 25(5), 481–492.

Hoskisson, R., Eden, L., Lau, C., & Wright, M. (2000). Strategy in emerging economies. Academy of Management Journal, 43(3), 249–267.

Isaksson, O., Simeth, M., & Seifert, R. (2016). Knowledge spillovers in the supply chain: Evidence from the high tech sectors. Research Policy, 45(3), 699–706.

Jantunen, A. (2005). Knowledge-processing capabilities and innovative performance: An empirical study. European Journal of Innovation Management, 8(3), 336–349.

Jean, R., Sinkovics, R., & Hiebaum, T. (2014). The effects of supplier involvement and knowledge protection on product innovation in customer–supplier relationships: A study of global automotive suppliers in China. Journal of Product Innovation Management, 31(1), 98–113.

Joshi, A., & Campbell, A. (2003). Effect of environmental dynamism on relational governance in manufacturer-supplier relationships: A contingency framework and an empirical test. Journal of the Academy of Marketing Science, 31(2), 176–188.

Klewitz, J., & Hansen, E. (2014). Sustainability-oriented innovation of SMEs: A systematic review. Journal of Cleaner Production, 65, 57–75.

Laursen, K., & Salter, A. (2006). Open for innovation: The role of openness in explaining innovation performance among UK manufacturing firms. Strategic Management Journal, 27(2), 131–150.

Laursen, L., & Andersen, P. (2016). Supplier involvement in NPD: A quasi-experiment at Unilever. Industrial Marketing Management, 58, 162–171.

Lavie, D. (2006). The competitive advantage of interconnected firms: An extension of the resource-based view. Academy of Management Review, 31(3), 638–658.

Lawson, B., Krause, D., & Potter, A. (2015). Improving supplier new product development performance: The role of supplier development. Journal of Product Innovation Management, 32(5), 777–792.

Li, E., Zhou, L., & Wu, A. (2017). The supply-side of environmental sustainability and export performance: The role of knowledge integration and international buyer involvement. International Business Review, 26(4), 724–735

McDougall, P., Oviatt, B., & Shrader, R. (2003). A comparison of international and domestic new ventures. Journal of International Entrepreneurship, 1(1), 59–82.

Menguc, B., Auh, S., & Yannopoulos, P. (2014). Customer and supplier involvement in design: The moderating role of incremental and radical innovation capability. Journal of Product Innovation Management, 31(2), 313–328.

Moeen, M., & Agarwal, R. (2017). Incubation of an industry: Heterogeneous knowledge bases and modes of value capture. Strategic Management Journal, 38(3), 566–587.

Muthén, L., & Muthen, B. (2010). Mplus 6.0. Los Angeles, CA: Muthén & Muthén.

Nidumolu, R., Prahald, C., & Rangaswami, M. (2009). Why sustainability if now the key driver of innovation. Harvard Business Review, 87(9), 56–64.

Oke, A., Prajogo, D., & Jayaram, J. (2013). Strengthening the innovation chain: The role of internal innovation climate and strategic relationships with supply chain partners. Journal of Supply Chain Management, 49(4), 43–58.

Pe’er, A., Vertinsky, I., & Keil, T. (2016). Growth and survival: The moderating effects of local agglomeration and local market structure. Strategic Management Journal, 37(3), 541–564.

Peteraf, M., Di Stefano, G., & Verona, G. (2013). The elephant in the room of dynamic capabilities: Bringing two diverging conversations together. Strategic Management Journal, 34(12), 1389–1410.

Podsakoff, P., MacKenzie, S., & Podsakoff, N. (2012). Sources of method bias in social science research and recommendations on how to control it. Annual Review of Psychology, 63, 539–569.

Ponomariov, B., & Toivanen, H. (2014). Knowledge flows and bases in emerging economy innovation systems: Brazilian research 2005–2009. Research Policy, 43(3), 588–596.

Rindfleisch, A., Malter, A., Ganesan, S., & Moorman, C. (2008). Cross-sectional versus longitudinal survey research: Concepts, findings, and guidelines. Journal of Marketing Research, 45(3), 261–279.

Roxas, B., & Coetzer, A. (2012). Institutional environment, managerial attitudes and environmental sustainability orientation of small firms. Journal of Business Ethics, 111(4), 461–476.

Saldanha, T., Mithas, S., & Krishnan, M. (2017). Leveraging customer involvement for fueling innovation: The role of relational and analytical information processing capabilities. MIS Quarterly, 41(1).

Shu, C., Zhou, K., Xiao, Y., & Gao, S. (2016). How green management influences product innovation in China: The role of institutional benefits. Journal of Business Ethics, 133(3), 471–485.

Smals, R., & Smits, A. (2012). Value for value—The dynamics of supplier value in collaborative new product development. Industrial Marketing Management, 41(1), 156–165.

Teece, D., Pisano, G., & Shuen, A. (1997). Dynamic capabilities and strategic management. Strategic Management Journal, 18, 509–533.

Trapp, A., & Sarkis, J. (2016). Identifying robust portfolios of suppliers: A sustainability selection and development perspective. Journal of Cleaner Production, 112, 2088–2100.

Un, C., Cuervo-Cazurra, A., & Asakawa, K. (2010). R&D collaborations and product innovation. Journal of Product Innovation Management, 27(5), 673–689.

Varadarajan, R. (2014). Toward sustainability: Public policy, global social innovations for base-of-the-pyramid markets, and demarketing for a better world. Journal of International Marketing, 22(2), 1–20.

Varadarajan, R. (2017). Innovating for sustainability: A framework for sustainable innovations and a model of sustainable innovations orientation. Journal of the Academy of Marketing Science, 45(1), 14–36.

Wilhelm, M., Blome, C., Bhakoo, V., & Paulraj, A. (2016). Sustainability in multi-tier supply chains: Understanding the double agency role of the first-tier supplier. Journal of Operations Management, 41, 42–60.

Williams, C., Chen, P., & Agarwal, R. (2017). Rookies and seasoned recruits: How experience in different levels, firms, and industries shapes strategic renewal in top management. Strategic Management Journal, 38(7), 1391–1415.

Winship, C., & Mare, R. (1992). Models for sample selection bias. Annual Review of Sociology, 18(1), 327–350.

Yam, R., Lo, W., Tang, E., & Lau, A. (2011). Analysis of sources of innovation, technological innovation capabilities, and performance: An empirical study of Hong Kong manufacturing industries. Research Policy, 40(3), 391–402.

Yeniyurt, S., Henke Jr, J., & Yalcinkaya, G. (2014). A longitudinal analysis of supplier involvement in buyers’ new product development: Working relations, inter-dependence, co-innovation, and performance outcomes. Journal of the Academy of Marketing Science, 42(3), 291–308.

Zhang, W., & White, S. (2016). Overcoming the liability of newness: Entrepreneurial action and the emergence of China’s private solar photovoltaic firms. Research Policy, 45(3), 604–617.

Zhang, Y., & Li, H. (2010). Innovation search of new ventures in a technology cluster: The role of ties with service intermediaries. Strategic Management Journal, 31(1), 88–109.

Zollo, M., & Winter, S. (2002). Deliberate learning and the evolution of dynamic capabilities. Organization science, 13(3), 339–351.

Titel: Sustainability Orientation, Green Supplier Involvement, and Green Innovation Performance: Evidence from Diversifying Green Entrants
verfasst von: Colin C. J. Cheng
Publikationsdatum: 23.06.2018
Verlag: Springer Netherlands
Erschienen in: Journal of Business Ethics / Ausgabe 2/2020
Print ISSN: 0167-4544
Elektronische ISSN: 1573-0697
DOI: https://doi.org/10.1007/s10551-018-3946-7

Springer Professional

Abstract

Bitte loggen Sie sich ein, um Zugang zu Ihrer Lizenz zu erhalten.

Sie haben noch keine Lizenz? Dann Informieren Sie sich jetzt über unsere Produkte:

Springer Professional "Wirtschaft+Technik"

Springer Professional "Wirtschaft"

Weitere Artikel der Ausgabe 2/2020

How to Encourage Social Entrepreneurship Action? Using Web 2.0 Technologies in Higher Education Institutions

Responsible Practices in the Wild: An Actor-Network Perspective on Mobile Apps in Learning as Translation(s)

Simulations Versus Case Studies: Effectively Teaching the Premises of Sustainable Development in the Classroom

Sustainability Centres and Fit: How Centres Work to Integrate Sustainability Within Business Schools

Stakeholder Orientation and Market Impact: Evidence from India

The Double-Edged Sword of Ethical Nudges: Does Inducing Hypocrisy Help or Hinder the Adoption of Pro-environmental Behaviors?

Premium Partner