The present paper advances knowledge of the drivers of firms’ proactive environmental behavior on the part of firmsstrategies. In particular, it explores the relationship between different corporate ownership structures and firms’ green proactivity, in order to see whether some types of shareholders act as a stimulating driver for firms’ proactive environmental strategiesbehaviors. The study examines the explanatory power of corporate governance issues, such as a firm’s ownership structure, as potential determinants of companies’ environmental proactivity. Attention is focused on the European firms that answered to the Carbon Disclosure Project questionnaire 2012.\ud The results show that ownership structure matters in firms’ environmental proactivity. In particular, firms with a higher percentage of state ownership present superior green proactivity, while ownership concentration appears negatively related to PES.\ud The paper offers theoretical and practical implications. It focuses attention on a still underdeveloped research area, namely organizations and their relationship with the natural environment, including corporate ownership as a driver of a company’s proactive environmental strategy

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Attention to environmental sustainability represents an essential issue for the companies that, in order to integrate environment into their strategies, are producing specific innovations that have also positive environmental outcomes. Implementing green innovations represents a great challenge for non-green companies because it often requires the acquisition of new resources and competences that differ significantly from their existing competences. This paper attempts to propose a theoretical framework that classifies green innovations according their impact on company's competences and analyses how green innovations can be implemented. Given the complexity of the issue and the variability of situations, we use a multiple case study analysis of several green innovations developed in a non-green industry, namely the automotive sector. Indeed, this is one that produces the highest environmental impact and, in recent years, it has been subjected to increasing regulatory restrictions. Companies operating in a non-green industry that implement disruptive, radical and architectural green innovations can initiate market and technological partnerships to mitigate against such internal weaknesses, such as the lack of technological capabilities and market knowledge. The collaboration helps firms to access new competences and capabilities useful to change or develop new technology capabilities and market knowledge more easily and with lower costs.

Purpose This study aims to investigate both the relationships among the on-board environment, overall satisfaction, perceived value and behavioral intentions and the moderating effects of gender, employment status, group composition and the propensity to stay on board in the context of cruise experience. Design/methodology/approach Relationships among constructs were tested on the basis of 417 surveys collected and analyzed with the structural equation modeling approach of partial least squares path modeling. A multi-group analysis was used to test the moderating effects. Findings The research findings suggest that on-board environment is a good predictor of behavioral intentions, but that the relationship is strongly mediated by satisfaction and perceived value. Moreover, the multi-group analysis of moderating effects indicated various differences that offer interesting insights for segmenting passengers; these insights have substantial implications for future studies and cruise line companies alike. Practical implications This study offers useful insights for managers who want to differentiate their value proposition with ship-centered elements. Originality/value This study contributes to the literature by providing a theoretical framework and empirical evidence for analyzing the role of the perceived on-board environment in passenger experience. From a managerial perspective, the moderating effects offer new insights for targeting and customizing the cruise experience value proposition.

Purpose The purpose of this paper is to verify if and how national culture affects firms’ environmental proactivity, by using a specific index: the Carbon Disclosure Score (CDS). Design/methodology/approach The study, an analysis of two linear regression models, examines how cultural values, measured by the Global Leadership and Organizational Behavior Effectiveness Research “should be” scores, affect companies’ environmental proactivity measured by CDS. Data about CDS derive from the Carbon Disclosure Project, which monitors Global 500 companies each year. Findings The analysis reveals that the values of in-group collectivism, performance orientation, assertiveness and uncertainty avoidance negatively affect firms’ environmental proactivity, while future orientation and gender egalitarianism have a positive impact. Research limitations/implications In spite of the limitations inherent in the indicator and the limited sample, the paper has some interesting implications. On a theoretical level, this study extends prior research in the field of organizations and natural environment, by examining the specific role exerted by national cultural dimensions on firms’ environmental proactivity. Practical implications From a practical standpoint, the study suggests that corporations and policy regulators should be sensitive toward national idiosyncrasies and formulate the environmental strategies according to the cultural values and contextual environment of the relevant region. Creating policies based on cultural values and adapting policies to a country’s culture can improve the effectiveness of environmental policies and raise individual and corporation awareness on the topic. Originality/value Most contributions consider environmental strategy at the national level. This study, instead, focusses on the effects of national culture on the environmental proactivity of firms.

Although many scholars have demonstrated that companies engaged in collaborations achieve better environmental performance than other companies, existing studies have not analyzed in depth whether this effect changes considering the characteristics of cooperation. Our paper aims to explore whether collaboration with other companies always has a positive effect on environmental performance or whether it depends on cooperation goals, collaboration type, or company size. Empirical analysis based on a sample of 773 European companies demonstrated that an external source of knowledge is an important way to foster firms' environmental proactivity, especially when environmental goals are shared at the basis of collaboration. Second, we verified that companies involved in JVs with environmental goals achieve greater environmental performance than companies that use M&As to acquire external knowledge. Finally, we demonstrated that it is more important for small companies to be involved in environmental collaboration than larger ones.

Purpose – The purpose of this paper is to propose a conceptual framework to analyze the intellectual\ud capital (IC) of new generation business incubators.\ud Design/methodology/approach – The paper carries out a literature-based analysis of the different\ud components of the IC of business incubators and develops a conceptual framework that links the\ud business incubators’ IC to the IC of incubated firms.\ud Findings – The paper provides an analytical model able to support practitioners and scholars to\ud better understand and evaluate the IC criticalities and requirements of incubators. The notion of\ud incubation path is developed.\ud Originality/value – The paper contributes to the extant literature about the intangible assets of\ud business incubators by analyzing in detail how these structures use their IC to perform their activities.\ud Keywords Business incubators, Intellectual capital, Incubation path, Tenant firms\ud Paper type Conceptual pape

Unilever‐Sagit is the main Italian competitor in the Italian frozen food market. The company has very recently innovated its distribution channel by creating a private Electronic Data Interchange (EDI) network. Examines the effects generated by the implementation of EDI technology on supply chain management. Discusses the theoretical aspects of the impact of EDI on strategic management of logistics and examines the Unilever‐Sagit EDI network in detail.